NOTICE OF THE CITY GOVERNANCE COMMITTEE

Date: Tuesday, 18 August, 2020 Time: 9:00 am Location: Logan Entertainment Centre 170 Wembley Road, Logan Central

Councillor Bradley (Chairperson) Councillor Willcocks (Deputy Chairperson) Councillor Lane Councillor Russell Councillor Koranski Councillor Raven Committee Members: Councillor Hall Councillor Frazer Councillor Heremaia Councillor Bannan Councillor Stemp Councillor Murphy His Worship the Mayor, Councillor Power

Pages

1. Welcome

2. Acknowledgement of Country

3. Leave of Absence

4. Business Transformation

4.1 Quarter 4 2019-2020 Operational Plan report 4

5. Finance

5.1 Covering Report - Write Off Sundry Debtor 146618 76

6. Administration

6.1 Covering Report - Logan Central Precinct - Property Considerations 78

6.2 Covering Report - Management of Councils Residential Property Portfolio 80

7. Corporate Governance

7.1 Amended Calendar of Meetings for July to December 2020 93

8. Director of Road & Water Infrastructure

8.1 Local Infrastructure Program 96

9. Confidential Documentation This section includes any supporting confidential documentation relating to specified Committee reports.

9.1 Confidential Report - Logan Central Precinct - Property Considerations

9.2 Confidential Report - Management of Councils Residential Property Portfolio

9.3 Confidential Report - Write Off Sundry Debtor 146618

Page 2 of 99

Logan City Council Committee Business Papers - Use of Information by Councillors

Please retain the attached Business Paper as it will be considered in conjunction with the recommendations of the relevant Committee meeting by Council. Councillors are reminded that if a person is convicted of an offence against the following section 171 of the Local Government Act 2009 (Use of information by councillors), that penalties apply. 171 Use of information by councillors (1) A person who is, or has been, a councillor must not use information that was acquired as a councillor to— (a) gain, directly or indirectly, a financial advantage for the person or someone else; or (b) cause detriment to the local government. Maximum penalty—100 penalty units or 2 years imprisonment. (2) Subsection (1) does not apply to information that is lawfully available to the public. (3) A councillor must not release information that the councillor knows, or should reasonably know, is information that is confidential to the local government. Note— A contravention of subsection (3) is misconduct that is dealt with by the tribunal.

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4.1 QUARTER 4 2019-2020 OPERATIONAL PLAN REPORT

REPORT OF: Chief Executive Officer

REPORT OVERVIEW

EXECUTIVE SUMMARY The purpose of this report is to provide Council with the Quarter 4 (Q4) report for the 2019/2020 financial year, on the organisation's performance results against the 2019/2020 Operational Plan. Performance has been summarised through the attached report:

 Quarter 4 Operational Plan Report (DM# 13918435) Criteria: Legislative - It is a legislative requirement that cannot be delegated CORPORATE PLAN PRIORITY Next Generation Governance

RECOMMENDATIONS

IT IS RECOMMENDED: 1. That the Quarter 4 Operational Plan Report, as attached to the report of the Chief Executive Officer dated 18 August 2020, be endorsed. 2. That the recommendation to defer the delivery of six projects to the 2020/2021 financial year, as detailed in Table 'D' of the report of the Chief Executive Officer dated 18 August 2020, be endorsed.

REPORT DETAILS

INTERESTED PARTIES N/A PURPOSE OF REPORT/BACKGROUND The Quarter 4 Operational Plan Report is attached as a background paper to this report (Background Paper 1- Quarter 4 Operational Plan Report Id: 13918435). The Quarterly Operational Plan Report outlines performance against the projects and key performance indicators (KPIs) for the city and organisation. Performance against each project or KPI is indicated by assigning one of the following ratings:

 Completed (dark green) or On Track (light green) - A project is completed or is progressing as planned. For an On Track KPI, performance is tracking on target and is represented as a green tick in the top right hand corner of the KPI chart.  Monitor (orange) - A project is behind schedule but will still be delivered this financial year. A KPI is tracking slightly below target but within acceptable performance limits. A KPI rated as monitor is represented as a yellow line in the top right hand corner of the KPI chart.

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 Completion Risk (pink) - A project is not on target and there is a risk of it not being completed this financial year.  Below Target (red) - A KPI is tracking below the lowest acceptable performance limit and is represented by a red cross in the top right hand corner of the KPI chart.  Undeliverable (red) - A project is not on target and will not be delivered this financial year.  Not Proceeding (grey) - A Council decision has been made to cancel the project. Operational Plan - Detailed Report Further information relating to the Quarterly Reports is provided as detailed below: a) Overall Operational Plan performance results - quarterly breakdown (Table A) b) Performance results rated as Monitor (Table B) c) Performance results rated as Below Target (Table C) d) Requests for projects rated as Undeliverable (Table D) e) Requests for projects rated as Not Proceeding (Table E) a) Overall Operational Plan Performance Results The 2019/2020 Operational Plan consists of a total of 90 items made up of 73 key projects and 17 KPI's (including seven items rolled forward from the 2018/2019 Operational Plan). Officers have provided explanations of the status for projects and KPI's they are responsible for in the attached Q4 Operational Plan Report. Table A below provides a breakdown of each quarter for the 2019/2020 financial year. Table A: Overall Operational Plan Performance Results Performance Indicator Quarter 1 Quarter 2 Quarter 3 Quarter 4 Percentage (approx) On Track 76 59 43 9 10% Completed 5 13 14 61 67.5% Monitor (Table B) 4 7 19 4 4.5% Completion Risk 0 0 0 0 0% Below Target (KPIs) (Table C) 2 5 6 4 4.5% Undeliverable (Table D) 1 2 4 8 9% Not Proceeding (Table E) 2 4 4 4 4.5% TOTAL 90 90 90 90 100%

b) Performance results rated as Monitor In this quarter, four KPIs (4.5%) have a Monitor status. This indicates that a result has fallen slightly below the target but is still within acceptable performance limits. These are detailed below:

Table A: Performance results rated as Monitor Performance Commentary Responsible Branch Recommendation to Measure Council KPIs rated as monitor ET1.1.3 - Number of The fourth quarter saw 56 new Economic None new jobs created or jobs and 28 retained jobs for the Development and retained as a result of city. These jobs are for the Strategy investment expansion to a new premises for generated a recycling facility and new headquarters for a company attracted to the city from

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Table A: Performance results rated as Monitor Performance Commentary Responsible Branch Recommendation to Measure Council KPIs rated as monitor Brisbane. The total number of new and retained jobs (452) has exceeded the minimum acceptable annual target.

II1.1.2 - Number of There were 21 pitches made for Media None proactively pitched the final quarter. 4 pitches to media stories per various media outlets were month made for June 2020. These include:  $30m Meadowbrook medical centre project approved - CM Prime Site (Chris Herde)  Logan Recycling Market to reopen June 12 - JT print edition (Matt McLeannan)  Meadowbrook medical centre DA approval - Urban Developer (Dinah Lewis Boucher)  EnviroGrants recipients announced, sent a list through of those local to Jimboomba Times area - offered to chase contact details where possible - Jimboomba Times  This brings the total number of proactively pitched media stories for the financial year to 141. This is below the target (144) but is within the acceptable target limits. II2.1.2 - Percentage As at end of June 2020, 103 Parks None of original Parks projects have been completed, Capital Works equating to 83.7% of the original Program delivered by program (123 projects). 30 June 2020 Whilst delivery of projects continued to catch up throughout the year, the easing of projects commencing due to changes in stakeholder engagement / work notifications practices and delayed start to

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Table A: Performance results rated as Monitor Performance Commentary Responsible Branch Recommendation to Measure Council KPIs rated as monitor some projects during March / April due to COVID has resulted in a number of projects not achieving practical completion by 30 June. NG3.3.2 - Percentage 313 requests received animal City Standards and None of animal and plant and plant customer requests Animal Care customer requests were received this financial year. first responded to 295 (94%) requests were within two business responded to within the target days time frame. This is slightly below the target (95%) but within acceptable target limits.

c) Performance results rated as 'Below target'

In this quarter, four KPIs (4.5%) are tracking below the lowest acceptable performance limit. These are detailed below:

Table B: Performance results rated as Below target Performance Commentary Responsible Branch Recommendation to Measure Council QL1.1.6 - Delivery of The measure is lower for several Sport, Leisure and None Sport, Leisure & reasons. Part of it is related to Facilities Facilities capital the estimated expenditure not works program to having been updated for some budget time and the other is the delays in three major projects:  Underwood Park is behind  The Cronulla Park project was also delayed due to TMR land resumption that occurred after we had awarded the contract  Kingston Butter Factory Those 3 projects have a combined construction budget of more than $30M which then has a major impact on the expenditure. Apart from the delays all projects are going well.

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Table B: Performance results rated as Below target Performance Commentary Responsible Branch Recommendation to Measure Council QL1.5.4 - Number of The COVID-19 health pandemic City Standards and None students participating has prevented the team from Animal Care in the Be Pet Smart delivering the Be Pet Smart Program per annum. 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 by way of activity packs, videos and email. NG1.2.1 - Percentage COVID-19 has had a significant Development None of development impact on the level of customer Assessment related enquiries enquiries whereby we have seen responded to within an 85% increase in requests. The 24 hours increase in customer enquiries has been driven by the Government domestic building stimulus package which was implemented to support the construction industry. NG1.2.2 - Percentage The KPI was tracking above its Development None of 'Construction target earlier in the year, Assessment Taskforce' customer however ability to maintain ^enquiries responded levels of service was severely to within 24 hours impacted over the past 5 months due to COVID-19. The last three months has seen a continued improvement.

d) Requests for projects rated as Undeliverable

In this quarter there are six requests (7%) to defer the delivery of a project into the 2020/2021 financial year. Information on these requests are detailed below:

Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council QL1.1.5 - Complete Quarter 4 Update Sport, Leisure and It is recommended construction of the Construction has progressed on Facilities that this project be Underwood Park this project with the completion included in the next Multi Sport of all building modules being financial year's Development to completed within the factory. Operational Plan with increase participation Changes to scope and receipt of a target date of in physical activity. additional funding has resulted September 2020, to in the time frame for completion track completion of being extended until end of the final stages of this August 2020. Separable portion project. 1 involving netball clubhouse

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council and amenities, netball courts, BMX clubhouse, café and public toilets have been handed over to Council.

About The Underwood Park Multisport Development is being delivered by the Queensland Government in partnership with Logan City Council and represents an investment of $12.2million of community facilities including:  Netball clubhouse and amenities  10 additional netball courts  BMX Clubhouse  Football clubhouse and amenities  Meals on Wheels Kitchen  Community space  Mountain bike Storage facility  Café and public toilets

Actions A modular construction methodology was selected with the objective of maximising value for money and to enable the development to be progressed during the off season of each sport. Project Management is being undertaken by State Government (QBuild)

Outcome Separable portion 1 of the contract was handed over on 19 June 2020 with separable portion 2 due to be handed over by the end of August 2020.

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council GR1.1.6 - Develop a Quarter 4 Update Health, Environment It is recommended Climate Resilience Due to COVID-19 impacts, the and Waste that this project be Strategy to enhance Climate Resilience Strategy moved to next year's climate resilience project was not fully completed Operational Plan to with Logan City during the 2019/2020 financial finalise completion of Council. year. A key element of the the Climate Change project involved consultation Resilience Strategy and engagement with Branch and Climate Change Managers across the Resilience Policy, with organisation which was a target date of significantly impacted due to the October 2020. COVID-10 restrictions.

About This project follows on from the Queensland Climate Resilient Council's assessment of Council's governance arrangements in relation to climate change which was undertaken in 2018. A key recommendation from this assessment was for Council to develop a Climate Resilience Strategy and Policy. Council supported the development of a Climate Resilience Strategy and Policy at its meeting of 16 April 2019 Minute No 103/2019.

Actions Despite the COVID-19 impacts, the project has progressed with the following milestones having been completed:  background research review and project plan completed;  request for quote and appointment of a consultant;  initial round of internal stakeholder consultation completed; and  a draft Climate Change Resilience Policy has been prepared for further internal consultation.

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council

Outcome A Climate Resilience Strategy and Policy that would enhance Council's climate resilience management in a strategic and considered approach and set Council's platform for further long-term planning in climate change. The revised expected completion date for the Climate Change Resilience Strategy and Climate Change Resilience Policy is expected to be in October 2020. GR3.1.2 - Deliver a Quarter 4 Update Health, Environment It is recommended report for Council The evaluation has reached a and Waste that this project be consideration on the milestone in that it an interim moved to the next evaluation of the shortlist of potential solutions financial year to regional waste has been identified. deliver the evaluation disposal and resource The evaluation report is report for Council's recovery to inform expected to be delivered to the consideration by future waste CEO by 31 August 2020, after October 2020. Subject management which it will be submitted for to the decisions of planning. Council's consideration. Councils, further project staging and About planning will be The following Councils undertaken to established an alliance to progress this project. request expressions of interest for future waste disposal and resource recovery services:

 Logan City Council  Ipswich City Council  Redland City Council  Lockyer Valley Regional Council  Somerset Regional Council.

By exploring a combined sub- regional approach to waste management services, the councils may be able to identify waste management solutions that would not be available to each council individually.

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council Actions The expression of interest process seeks to determine the best services – for the sub- regional alliance, for a smaller group of councils or for individual councils. There are no preconceived ideas about what the services will look like or where they may be located. At the conclusion of the EoI process, Councils may choose to proceed with a further procurement process or discontinue the process.

Expressions of interest submitted have been undergoing evaluation through a series of evaluation gates against pre-determined evaluation criteria. NG3.1.3 - Develop Good governance is necessary in Corporate It is recommended and implement a local government to ensure the Governance that this project be Governance development and management moved to the next Framework to of policy for the benefit of the financial year for promote best community. Governance delivery with a target practice for corporate consists of the system and date of June 2021. governance. processes to ensure good rule in the local area according to the Local Government Principles which results in positive outcomes for the community and the use of appropriate accountability and decision making frameworks.

Logan City Council has a governance framework currently in place which is evidenced by the following:  Corporate Plan 2017 to 2022  Financial Sustainability Plan  Logan Planning Scheme  Strategic Planning and Performance Framework

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council These documents are then further supported by a number of strategies under each of the Corporate Priorities of Quality Lifestyle, Economic Transformation, Green and Renewable, Conveniently Connected, Image and Identity and Next Generation Governance.

Council's induction and on- boarding processes, internal controls, systems and processes as well as internal and external audit ensure that all Council employs good governance.

Council needs to develop a Framework document for governance, a Governance Framework, to ensure best practice. The Framework is a document which outlines Council's existing governance practices. It provides an overview of these practices for ease of understanding by the community and all stakeholders. The lack of a Governance Framework document does not mean that Council has a lack of good governance.

As at May 2019, plans had already been made for Council's Operational Plan for the 2019/2020 financial year and the consequential business plans to support it. However, at this time, resources had to be diverted from Branch Business Plans to other projects as a result of Council being placed into Administration in May 2019. These other projects are outlined in the Interim Administrator's Transition to Council Plan, 9 out of 13

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council impacted on the Corporate Governance Branch and were in addition to the usual work of the Governance Branch.

The effect of this was that budgets and resources were reallocated from business plan projects to the Transition to Council Plan projects. This task was to be funded from the Corporate Governance recurrent budget. Due to resourcing constraints, this task was outsourced. However, all resources were realigned to the Transition to Council Plan when Council was placed into administration on 2 May 2019. This framework was not managed as a project and as a result there is no project management methodology or associated schedules for this task.

The development of the Governance Framework is currently in progress with a draft being progressed. However, to allow engagement with Councillors as to the direction and shape of the Governance Framework and to obtain the necessary approvals through Council's Executive Leadership Team, the City Governance Committee and Council, it will not be complete by 30 June 2020. NG3.1.4 - Develop An internal audit performed in Corporate It is recommended and implement a 2019 found that Council's Governance that this project be compliance approach to the identification moved to the next management system and management of corporate financial year for to ensure effective compliance obligations is ad-hoc delivery with a target and accountable in nature. It was noted that date of June 2021. governance. Council does not have a formalised corporate compliance framework which

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council articulates its policy position, procedures for the identification and management of corporate compliance obligations, roles and responsibilities, monitoring and escalation of non- conformances/breaches.

As a result, Council sought to develop a framework which was compliant with ISO 19600:2015 Compliance Management Systems (ISO 19600) to assist Council to identify and manage its corporate obligations. Shortly after this work commenced, a review was undertaken of Council's risk framework, reporting and governance responsibilities. It was identified that organisational maturity around risk and governance with an end-to-end risk framework and process could be improved. As a result, these projects were combined and work progressed on reviewing current documents and consultation with key stakeholders. As the Compliance Framework supports the Risk Management Framework, it was essential that the risk framework be reviewed and revised first.

This task is to be funded from the Corporate Governance recurrent budget. Due to resourcing constraints, this task was outsourced. Work on this task was placed on hold when Council commenced its business continuity planning due to Covid-19 due to resourcing constraints.

The development of the Compliance Framework is currently in progress with

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council further consultation anticipated to take place in August and September 2020. However, to allow engagement with the business as to the direction and shape of the Compliance Framework and to obtain the necessary approvals through Council's Executive Leadership Team it will not be complete by 30 June 2020. NG5.2.1 - Deliver the About Road Infrastructure It is recommended Logan and Albert The Logan Albert Rivers flood Planning that this project be Rivers flood study to study is a comprehensive update included into the next prepare for a of our critical flood data for the financial year's floodplain risk city's riverine systems. It has Operational Plan with management study involved the development of a target date of and further our calibrated flood models based December 2020, to resilience and on best-practise rainfall track the delivery of recovery in the event estimation and modelling remaining actions. of disasters. techniques. The study will provide updated flood levels to inform-land use planning and development, disaster management and infrastructure planning. The benefits of the study include the delivery of flood resilient infrastructure, and an informed and prepared community,

Milestones achieved  Draft final flood modelling and reporting delivered  Third party peer review in progress

Milestones outstanding  Deliver the Logan and Albert River Flood Study

The implications in terms of potential changes to flood levels are critical matters and needed additional peer reviews of a complex flood model. A technical expert was engaged to provide an independent

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Table D: Requests for projects rated as Undeliverable Performance Commentary Responsible Branch Recommendation to Measure Council review and additional peer review 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.

e) Requests for projects rated as Not Proceeding

In this quarter, zero requests (0%) were made to discontinue a project.

ANY PREVIOUS COUNCIL DECISIONS N/A FINANCIAL/RESOURCE IMPLICATIONS N/A RISK MANAGEMENT IMPLICATIONS N/A LEGAL/POLICY N/A COMMUNITY AND OTHER CONSULTATION N/A CONCLUSION The attached performance report for the quarter highlights key performance results and supports transparent governance and accountability in decision making.

ATTACHMENTS TABLE

Attachment 1 - Quarter 4 Operational Plan Report (DM# 13918435)

Report Page 14 of 14 Page 17 of 99 Operational Plan 2019/2020 Quarter 4 Report (April - June)

Print date 07/08/20 Page 1 Page 18 of 99 Quality Lifestyles (QL) QL1 - Residents are active and healthy Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.1 Community Deliver an annual action plan to June 2020 1 1 Completed Needs Planning prioritise and resource the implementation of the new Community Infrastructure Strategy (CIS).

Interpretation & Response: Quarter 4 update 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 which outlines 77 community infrastructure recommendations, ranging from preliminary investigations and planning studies, to upgrades of existing facilities or development of new community infrastructure. To prioritise the projects to focus on over the next 12 months, the Annual Action Plan has been completed and identifies 14 priority projects for financial year 2020/2021.

About The CIS Annual Action Plan identifies the priority actions that will be undertaken that financial year to implement the CIS. This Annual Action Plan 2020-2021 (the action plan) identifies the priority actions that Council will focus on during next financial year. It has been prepared to ensure Council has a practical, short- term action plan that is aligned to Council's annual budget and operational plans. The action plan will be used to guide Council's work in community infrastructure planning and delivery, and to 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, Council will report our progress on the action plan.

Actions The Annual Action Plan has been completed with a collaborative approach with different Branches across the organisation through a Community Infrastructure Working Group meeting monthly. These include representatives from the Community Services Branch; Sport Leisure & Facilities Branch; Libraries & Creative Industries Branch; Finance Branch; Development Assessment Branch; and Economic Development & Strategy Branch. Project Prioritisation Criteria was also established through a matrix evaluation with the working group. In prioritising infrastructure items for the action plan, there were competing interests amongst different 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; and community commitment.

Outcome The Annual Action Plan will be implemented for financial year 2020/2021 with a focus on 14 priority projects that will directly serve the community in relation to investigating and delivering community hubs, community spaces, upgrades of existing facilities, and consolidating the infrastructure network.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.2 Community Develop a ten year capital program for June 2020 1 1 Completed Needs Planning community facilities prioritising items identified in the new Community Infrastructure Strategy (CIS) to meet the needs of the community.

Interpretation & Response: Quarter 4 update A draft ten year capital program for community facilities and associated land has been completed to help assist Council with financial modelling/forecasting, advocacy and infrastructure implementation planning.

About The purpose of this project was to develop a 10-year capital works program to inform future priorities and the schedule of works (SoW) for the land for community facilities (LFCF) network of the local government infrastructure plan (LGIP). This project involved developing a clear understanding of timing for land acquisition and delivery of community facilities based on planned infrastructure in the Community Infrastructure Strategy 2019-2041 (CIS). Timing for the delivery of facilities are impacted by population growth rates, existing or projected development pressures or demand, and timing of all processes required for delivery of infrastructure. A 10 year plan allows Council to be better informed on financial planning and advocacy actions, and clearly enables an understanding of the required preparation time for the design and delivery implementation of needed community facilities for the City.

Actions Engagement was undertaken with internal stakeholders across the organisation, having close alignment with our asset owners. A methodology was developed and tested to develop a schedule of works. The schedule of works was subsequently supported by the Community Infrastructure Working Group within the organisation, for the purposes of informing future directions. The key challenge of the 10 year capital works plan was balancing community need vs financial affordability. With some projects, unaffordability was apparent and will require reliance on alternative revenue streams or grant funding. In other instances, unexpected items of community infrastructure could emerge due to matters outside of Council control. Therefore, the 10 year capital works plan can 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 on how Council should allocate capital

Print date 07/08/20 Page 2 Page 19 of 99 funding to community infrastructure. Instead of the plan being project specific, the plan should consider a nominal annual budget that can be spent or accumulated across following years to allow flexibility of infrastructure delivery based on identified needs. As its evolution, this will be a new project to consider in the upcoming financial year 2020/21.

Outcome A draft 10 year capital works plan for community infrastructure has been completed, to help inform financial modelling and forecasting, advocacy around funding opportunities and general planning for facility construction and implementation. It allows Council to be realistic and transparent on the cost and priorities of community infrastructure, enabling Council to better plan for the delivery of needed facilities across the City.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.3 Capital Delivery Deliver construction works of the new June 2020 2 2 Completed PCYC at Cronulla Park to increase participation in physical activity.

Interpretation & Response: Quarter 4 update Construction has started on this project as planned. It is due for completion in April 2021. No major issues have occurred since construction started and it is on schedule and budget.

About The Cronulla Park PCYC is an exciting project involving LCC, State Government and PCYC. The design and delivery is being project managed by LCC. The project seeks to build safer and healthier communities through youth development. When completed, services delivered will include; a broad range of youth-focussed activities and programs outside school hours care gym and fitness boxing and gymnastics.

Actions The design of this building was quite complex in order to accommodate a wide variety of uses and the large open spans and ceiling heights required for the gymnastics halls while also keeping the project within budget. The project is located on an old landfill site and located on the corner of two major roads. This provided many engineering challenges that were overcome during the design of the building. These included: Significant site investigations occurred along with remediation of parts of the landfill to allow the PCYC building to be built. In order to minimise the impact of the site contamination the land parcel was subdivided. The design of the building also incorporated gas mitigation features due to the adjoining land fill. The design also had to accommodate requirements for future intersection works and road upgrades on the two adjoining major roads.

Outcome The design has been completed and construction has commenced with an expected completion in April 2021.

Print date 07/08/20 Page 3 Page 20 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.4 Capital Delivery Commence construction of the Usher June 2020 3 3 Completed Park Rugby League Facility to increase participation in physical activity.

Interpretation & Response: Quarter 4 update Construction on this project has commenced as planned and is nearing completion. The project is scheduled for handover in July 2020.

About The project involved the demolition of the existing Slacks Creek Rugby League clubhouse located at Usher Park, Daisy Hill. This was to construct a new, compliant facility that meets the NRL Guidelines for a local facility. The existing clubhouse was first identified as having compliance issues in 2014. Further audits and building investigations demonstrated that demolition and rebuild of the clubhouse would be more cost effective than refurbishing the existing building. When completed the new facility will: Enable the club to grow their current membership levels; Allow the Slacks Creek Rugby League club to operate within the South Brisbane Zone 4 Competition guidelines; Increase the Club's ability to attract carnivals, increasing their ability to fund raise; Give the Club sense of pride again with new facilitates.

Actions Delivery of this project was challenging, as the club, State representatives and NRL representatives wanted to investigate delivery of the building using modular construction, based on a clubhouse design prepared by Ausco as part of the Grant application process. Additional time was therefore required for the procurement of a suitable contractor. As at the time, there were no panel arrangements for modular construction. This condition required that the project be advertised via public tender. To ensure fairness and transparency in the decision-making process, a concept design and specification was developed for the building, that formed the basis of the public tender. The public tender was invited as a Design and Construct Contract, open to conventional and modular construction companies. On completion of the tender process, no modular builders submitted tenders and a conventional construction contractor was awarded the project. The successful contractor was appointed in December 2019, completed the design and commenced construction in February 2020.

Outcome The design has been completed and the construction is nearing completion with an expected handover July 2020.

Print date 07/08/20 Page 4 Page 21 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.5 Capital Delivery Complete construction of the June 2020 2 1 Undeliverable Underwood Park Multi Sport Development to increase participation in physical activity.

Interpretation & Response: Quarter 4 Update Construction has progressed on this project with the completion of all building modules being completed within the factory. Changes to scope and receipt of additional funding has resulted in the time frame for completion being extended until end of August 2020. Separable portion 1 involving netball clubhouse and amenities, netball courts, BMX clubhouse, café and public toilets have been handed over to Council.

About The Underwood Park Multisport Development is being delivered by the Queensland Government in partnership with Logan City Council and represents an investment of $12.2million of community facilities including: Netball clubhouse and amenities 10 additional netball courts BMX Clubhouse Football clubhouse and amenities Meals on Wheels Kitchen Community space Mountain bike Storage facility Café and public toilets

Actions A modular construction methodology was selected with the objective of maximising value for money and to enable the development to be progressed during the off season of each sport. Project Management is being undertaken by State Government (QBuild)

Outcome Separable portion 1 of the contract was handed over on 19 June 2020 with separable portion 2 due to be handed over by the end of August 2020.

It is recommended that this project be included in the next financial year's Operational Plan with a target date of September 2020, to track completion of the final stages of this project.

Note: A status of Undeliverable means that the project will not be delivered this financial year.

Print date 07/08/20 Page 5 Page 22 of 99 QL1.1.6 - Delivery of Sport, Leisure & Facilities Interpretation & Response: capital works program to budget The measure is lower for several reasons. Part of it is related to the estimated expenditure not having been updated for some time and the other is the delays in three major projects: Underwood Park is behind. 100% The Cronulla Park project was also delayed due to TMR land resumption that 80% Target = within 5% of budget occurred after we had awarded the contract. Kingston Butter Factory 60% Those 3 projects have a combined construction budget of more than $30M which then has a major impact on the expenditure. Apart from the delays all projects are 40% going well.

20%

% Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb 20 Feb Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 High Target Low Target Actual Highest Acceptable Limit Lowest Acceptable Limit

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.7 Delivering Identify and acquire suitable land in June 2020 0 0 Not Service south-west Logan to establish a Proceeding Excellence and satellite City Standards & Animal Care Business facility with other co-located depot Efficiency facilities in the City of Logan.

Interpretation & Response: A decision was made by Council in the first quarter to remove this project from the Operational Plan as it is being managed within the scope of the Strategic Accommodation Review project.

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 a project being managed internally at Council.

Print date 07/08/20 Page 6 Page 23 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.1.8 Capital Delivery Complete construction of the June 2020 2 2 Completed redevelopment of the Kingston Butter Factory to increase access to business and entertainment opportunities.

Interpretation & Response: Quarter 4 Update The project has commenced construction and is currently on schedule and budget. It is due for completion in early 2021. The scope and description of this project was amended in Quarter 1 by Council decision. Completed milestones for the revised scope of this project for this financial year, and their status are: Issue RFQ for construction contract (Complete) Commence construction (Complete)

About This large iconic Kingston Butter Factory site is being transformed into the city's premier entertainment and visual arts precinct. Upon completion this precinct will feature: An outdoor stage with a 5000 people capacity An indoor theatre space A living museum A heritage centre A refurbished cottage serving food and drinks; and Extensive parklands There are also major civil works as part of the project including: A new access road and bridge New car parking

Actions The design of the site was challenging as it is flood affected. The bridge was designed such that it didn't have an adverse impact on the local creek flooding and this was verified via flood modelling. The new theatre and living museum are located inside an old building (the Kingston Butter Factory) which created many challenges especially as the required head heights have certainly increased since the two storey building was originally built. The inside of the building required extensive demolition and removal of asbestos which was carried out as part of an early works package.

Outcome The construction of the project has commenced and is due to be completed in early 2021 ready for operation by Easter.

Print date 07/08/20 Page 7 Page 24 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.3.1 Community Deliver early years services and the June 2020 4 4 Completed Learning and 'First Five Forever' initiative to support Support early years and literacy-based development for Logan families with children under five.

Interpretation & Response: Quarter 4 update: Over the fourth quarter First Five Forever has completed the following action in support of the quarter four milestone: • Development and implementation of a revised service model for First Five Forever that supports delivery of early years learning in a COVID-19 environment. This includes delivery of online First Five Forever sessions and virtual story times, remote support of families and distribution of resources. • Reporting to State Library of Queensland and Council on the delivery of the First Five Forever program. • Planning for the ongoing delivery of early years programing and community support in a post-COVID-19 environment.

About First Five Forever aims to support the learning outcomes for all Logan children aged 0-5 years old by providing programs that offer talking, reading, singing, playing, dancing, and moving.

First Five Forever also support parents and carers to be confident as their child's first and most important educator. This program provides parents with access to resources they need through public libraries and the First Five Forever website.

Outcomes Throughout the 2019/20 financial year, the First Five Forever program identified the following outcomes as programming priorities: • Delivery of in-library and community outreach programs that support the early years learning development of children under five years old • Delivery of the First Five Forever Community Literacy Champions Grant through the Logan's Little Learning Legends Campaign • Delivery of the Logan's Little Learning STARS grant • Collaboration with community organisations that support families with children under five years old • Delivery of early years learning resources that support families with children under five years old

Actions During the 2019/20 financial year the following actions were delivered in support of the First Five Forever program: • Delivery of 2,140 programs to 49,750 participants. • Acquisition of new play-based resources to support the delivery of early years programming at all libraries • Implementation of the First Five Forever Community Literacy Champions Grant through the Logan's Little Learning Legends Campaign through collaboration with Early Childhood Education and Care Services based in Logan • Development of the Welcome Jarjums to Country initiative • Development of a First Five Forever Online Resilience Webinar Program to assist in the support of the emotional and mental health needs of families

Print date 07/08/20 Page 8 Page 25 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.3.2 Community Implement the Libraries Learning and June 2020 4 4 Completed Learning and Discovery Strategy to provide Support community learning, experience, innovation and creativity.

Interpretation & Response: Quarter 4 update: Over the fourth quarter Libraries have completed the following actions in support of the quarter four milestones for the Libraries Learning and Discovery Strategy: • Development and implementation of a new service delivery model for library programming as a result of the COVID-19 pandemic. • Planning for the delivery of library programming in a post-COVID-19 environment. This includes developing a program plan that leverages from the success of the Library Services' delivery of live streaming events and on-demand programs by integrating a service model that will deliver in-library and online library programming. • Identification of the key outcome priorities for 2020/21. Outcome priorities will focus on the capacity of the Library Service to support the COVID recovery strategy for Logan. Deliverables will look at supporting the Strategy's Economic opportunity and Nurturing learning and well-being outcomes.

About: The Libraries Learning and Discovery Strategy informs the programming deliverables of the Libraries and Creative Industries' Business Plan. This strategy provides the framework to allow library staff to be guided in the development, implementation and evaluation of purposeful and engaging library programming and community engagement.

Outcomes and actions Throughout the 2019/20 financial year, the Libraries Learning and Discovery Strategy identified the following outcomes as programming priorities: Access and inclusion Economic opportunity Sustainability

During the 2019/20 financial year the following actions were delivered in support of the Strategy's programming priorities: Refreshing of the Library's Accessibility Centre through a State Library of Queensland Strategic Priority Grant. Delivery of the Our words our stories project to record and tell the language stories of Aboriginal and Torres Strait Islander people who live, work or perform in Logan City. Development and delivery of library programs that support job seekers, financial literacy, workforce participation. Implementation of programs that support small business, including skills development for home-based micro-enterprises. Delivery of skills-based programs that support essential business skills including marketing, use of social media, taxation and web design. Ongoing delivery of workshops that support the community's understanding of sustainability. Implementation of sustainable practices to ensure best practices are in place for efficient use of library resources in support of the delivery of the Strategy's outcomes. Developing and implementing library services that can support people at home through online literacy help for adults, home learning and reading support for school-aged children and online First Five Forever services for children under five.

Ongoing development and delivery of virtual library programming including on-demand events, live streaming of adult and children's programming.

Print date 07/08/20 Page 9 Page 26 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.4.1 Community Deliver the KRANK school holiday June 2020 2 2 Completed Development program to provide opportunities for Programs school age young people to participate in affordable, healthy activities that connect them with each other and their community.

Interpretation & Response: Quarter 4 update The KRANK school holiday program was scheduled to run from 4 to 19 April 2020. However, due to the COVID-19 health pandemic, 97 activities during this school holiday period were cancelled effective 24 March 2020. Due to the COVID-19 health pandemic, the decision was made to bring the KRANK school holiday program for Saturday 27 June to Sunday 12 July 2020 online. Bookings for this new online program opened on 1 June 2020. The program featured 18 free and low-cost activities accompanied by the delivery of an instructional tip-sheet and "activity pack". 800 of these "activity packs" were delivered to Logan addresses, with most activities booking out within a week.

About The KRANK school holiday program provides a variety of free and low-cost activities for two weeks during each school holiday period for residents in the City of Logan aged five to 17 years. The purpose of this program is to provide opportunities for school age young people to participate in affordable, healthy and fun activities that connect them with each other and their community.

Actions and outcomes During the 2019/2020 financial year, 296 activities were delivered to 5,516 young people. Participant numbers have been significantly affected by the cancellation of 97 activities scheduled for the April 2020 program due to the COVID-19 health pandemic. During the September 2019 school holidays, KRANK's first-ever 'Colour Blast Fun Run' was held on the grounds of Griffith University in Meadowbrook, in response to community feedback and aimed at promoting physical activity. The event was a success with 340 young people aged five to 17 years participating on the day, along with parents and carers. A KRANK colouring-in competition featuring the program's mascot, 'KRANKenstein' closed on 31 May 2020 and received 220 entries. The prize winner was notified on 23 June 2020. The purpose of this colouring-in competition was to raise awareness of the program among young people in Logan, particularly those who had not attended previously.

Print date 07/08/20 Page 10 Page 27 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.4.2 Community Deliver the Live Well Logan program to June 2020 2 2 Completed Development provide opportunities for residents to Programs participate in affordable and accessible physical activities and health and wellbeing programs.

Interpretation & Response: Quarter 4 update The Live Well Logan program was scheduled to run weekly activities from 1 July 2019 to 30 June 2020. However, due to the COVID-19 health pandemic, all activities were cancelled effective 24 March 2020 through to the end of the financial year. This meant that no activities or participants were recorded for the April-June 2020 quarter. In the 2019/2020 financial year, more than 5,201 people attended 118 Live Well Logan activities. Participant numbers have been significantly affected by the cancellation of the program due to the COVID-19 health pandemic.

About The Live Well Logan program provides a variety of free and low cost active and healthy activities to improve the health and wellbeing of Logan residents. The activities delivered in the program fall into six categories: Children's activities Cooking and nutrition classes Fitness and sports Gardening Gentle movement classes Well-being classes

Actions The Live Well Logan program deliverables were impacted with the onset of the COVID-19 health pandemic. All activities were cancelled effective 24 March. In response to this, an 'Active and Healthy at Home' webpage was created on Council's website with a range of activities with external third-party links being shared and continually updated. All Live Well Logan providers who had been previously scheduled up until 30 June were encouraged to move their activities online, where possible, however many providers struggled to provide high-quality online content as an alternative. Further feedback through community engagement from participants and service providers has also identified the need for a streamlined online booking system. This is currently being investigated. Moving forward, the program's success is likely to be inhibited by COVID-19 restrictions as providers may struggle to meet COVID-19 guidelines as requested by governmental health authorities.

Outcome In the 2019/2020 financial year, more than 5,201 people attended 118 Live Well Logan activities. Participant numbers have been significantly affected by the cancellation of the program due to the COVID-19 health pandemic.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.4.3 Active Implement the Active Logan Strategy June 2020 1 1 Completed Community 2016-2028 to increase participation in Planning physical activity.

Interpretation & Response: An update on the successful implementation of the Active Logan Strategy - Implementation Plan 2016-2020 was received by Council at its meeting of 29/10/2019, Minute No 178/2019. Council is currently undertaking the preparation of its Active Logan Strategy - Implementation Plan 2020-2024. Project complete.

Print date 07/08/20 Page 11 Page 28 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.5.1 Delivering Implement a marketing campaign June 2020 1 1 Completed Service promoting pool safety across the City Excellence of Logan to help maintain healthy and safe places and spaces for residents, businesses and visitors.

Interpretation & Response: The marketing campaign has now finished. Letters have been sent to residents that may have non compliant pools and officers are following up when residents haven't replied.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.5.2 Animal Public Deliver actions from the City of Logan June 2020 1 1 Completed Safety & Animal Care Strategy 2018 - 2022 Nuisance including: Response - Expansion of the animal rehoming and sales programs - New services to assist reuniting animals with their owners - A responsible cat ownership education program.

Interpretation & Response: This year we finalised our new animal keeping laws for cats and dogs.

The proposed laws were shaped after an eight-month review. The review is an action of the City of Logan Animal Care Strategy 2018-2022. The review included more than 3,000 responses from Logan residents as part of a robust community engagement process - a record level of feedback for a Council initiative.

The new cat and dog keeping laws commenced upon gazettal by the State Government in February 2020. Key elements of the new laws are: Greater ability for all Logan residents to own a pet. One dog or two cats can be kept on smaller properties (350M or less). You may be able to keep more with an Animal Keeping Approval. Existing animal keeping approvals (that were issued under the current and preceding Local Laws) will remain in effect as long as ongoing compliance continues to be met. Owners of dogs identified as being a 'barking' nuisance may be subject to a Barking Management Plan which includes dog training by an accredited organisation. Cats will need to be harnessed or contained in a cat carrier when in a public place.

A further outcome of the Local Law Review for cats and dogs is the development of a Cat Management Plan. For more information, please see Animal keeping local laws on our website: https://www.logan.qld.gov.au/animallaws

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL1.5.3 Community Deliver a second Automated Number June 2020 4 4 Completed Parking Plate Recognition Vehicle to enhance pedestrian and traffic safety in the City, in particular at School zones.

Interpretation & Response: All Automated Number Plate Recognition (ANPR) software, hardware, plant and vehicle have been acquired and implemented. The second ANPR vehicle is now operational. Project Complete.

Print date 07/08/20 Page 12 Page 29 of 99 QL1.5.4 - Number of students participating in the Interpretation & Response: Be Pet Smart Program per annum. The COVID-19 health pandemic has prevented the team from delivering the Be Pet Smart Program during the fourth quarter. The program has been placed on 5000 hold until January 2021. During the remainder of 2020, the team will remain Target = 4500 connected with Logan education facilities by way of activity packs, videos and 4000 email.

3000

2000

1000 Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual

Print date 07/08/20 Page 13 Page 30 of 99 QL2 - Neighbourhoods are welcoming

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.1.1 Cultural Deliver the annual action plan from June 2020 4 4 Completed Development Council's Arts, Culture and Heritage and Support Strategy 2018-2022 to improve community capacity and the image of the city.

Interpretation & Response: Quarter 4 update The five key actions of Creative City: Logan City Council's Arts, Culture and Heritage Strategy 2018-2022 (the strategy) are development, engagement, places and spaces, partnerships and communication. These were delivered through exhibitions, activities, programs, events and activations during the financial year 2019/2020. Staff have been assisting to develop the Kingston Butter Factory (KBF) project, working on the Living Museum of Logan.

About The strategy is a whole of council document that states Council's commitment to arts, culture and heritage. It defines the key areas, strategies and actions to guide the management, sites and provision, and plan for its future growth and development. The strategy outlines areas where Council will work to develop more opportunities for the community and its arts, culture and heritage professionals to watch, enjoy and participate in creative activities, with the aim of enhancing quality lifestyle, creative industries and business across the region. It is an integral part of developing the city as an emerging tourist destination..

Actions Logan Art Gallery annual program of exhibitions was developed and approved, and showcased the diversity of artists and arts practices in Logan. Public programs, events and activities were developed to complement the exhibitions and highlighted artists' work. Designs for a mural on the external wall of the gallery were presented by artists, and a design by Aunty Peggy Tidyman was selected to be painted in July 2020.

Logan Live Music Month was held with over 60 live music performances taking place from 4 to 30 July 2019 across the city. This was supported by Arts Queensland's Queensland Arts Showcase Program funding and Regional Arts Services Network through Bemac.

Logan City Council's Regional Arts Development Fund (RADF) bid to Arts Queensland was approved and 12 applicants were successful in receiving funding.

Our Warriors mural on the Chester Park water tower at Boronia Heights, developed in partnership with City Standards and Animal Care Branch, was officially opened on 26 September 2019. The public art project for Logan Gardens water garden in partnership with Parks Branch was completed and opened in January. 'Springwood carpets' public art project, developed in partnership with Economic Development and Strategy, was completed and opened in May.

Creative Industries assisted planning for the community led event 'Brisbane flash-fest' at Beenleigh Town Square in September 2019.

A series of 'how to make art' videos were developed to keep audiences engaged in creative activities during COVID-19 closure of Logan Art Gallery and absence of public programs.

Curatorial planning is underway for the Living Museum of Logan to develop exhibition displays for the opening. Consultation was undertaken with First Nations community early in 2020, but has been paused due to COVID-19.

Outcomes Logan Art Gallery won a Galleries and Museums Achievement Award for He kakano ahau (I am a seed) exhibition.

Logan Live Music Month received media attention and helped build the capacity of live music in Logan. Due to COVID-19, Logan Live 'Boost' professional development sessions were postponed to later in 2020 and Logan Live Music Month is currently cancelled.

12 RADF applicants were successful in receiving funding in the 2019/2020 financial year.

Public art projects continue to increase amenity of Logan, engage residents and visitors to the city and help tell the stories of Logan.

Beenleigh Flash-fest attracted audiences to Beenleigh Town Square and helped activate the space.

Print date 07/08/20 Page 14 Page 31 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.2.1 Delivering Deliver the detailed design for the June 2020 1 1 Completed Service staged construction of the Council Excellence endorsed City Standards & Animal Care Masterplan for 213 Queens Road, Kingston.

Interpretation & Response: The Tender for the design services for the 213 Queens Road redevelopment was finalised.

The design services were awarded to Peddle Thorp in May 2020 and delivery of the detailed design will continue into 2020/21.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.2.2 Library Deliver improvements to library June 2020 3 3 Completed technology and facilities, equipment and technology to support support access and inclusion for the community.

Interpretation & Response: Quarter 4 update During the April - June 2020 period, a qualitative survey of library staff identified the gaps in functionality for the current Library Management System (LMS). Major themes were identified and these formed a checklist of desired features for future system requirements. As part of the market research for this project, a selection of library technology vendors were invited to demonstrate their LMS products to key Program personnel, supervisors and front-line customer service staff.

About The current LMS was selected via a Tender process in 2003. The review of the efficacy of the LMS is driven by three major issues. A company merger several years ago has resulted in the vendor progressively shifting their focus to their alternative system offering; aging software architecture is no longer the preferred configuration for Council's IT future direction, and does not align with Council's Digital Strategy; and library services have changed significantly over the past 17 years which has required the addition of several ad hoc systems with varying levels of integration with the LMS.

Actions The starting point for this project was to review and audit the existing LMS to determine its gaps in functionality. Staff were surveyed to gain their views on the requirements of a new LMS. These requirements were compiled with those from a systems and technical viewpoint to create a checklist against which library technology vendors could demonstrate their LMS products.

Outcome Vendor demonstrations were delivered remotely due to COVID-19 restrictions and covered the key requirements of Logan City Council Libraries. Key staff were enlisted to participate in the demonstrations to ensure a variety of functionality perspectives were gained. Presentations showed systems at varying degrees of maturity in migration to cloud based platforms. The opportunity to interact with the vendors for questions and answers allowed in-depth enquiry. Information gathered from this initial market research will feed into the next phase of this project.

Print date 07/08/20 Page 15 Page 32 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.3.1 Road Safety Implement the Road Safety Strategy June 2020 3 3 Completed Management 2017-2021 (via the SafeRoads4Logan Road Safety Action Plan 2017-2021) to reduce incidents and improve safety on roads in Logan City.

Interpretation & Response: During fourth quarter the road safety strategy continued to be implemented. Weekly traffic meetings occurred with the Queensland Police Service (QPS) and Department of Transport and Main Roads (TMR) road safety officers via phone or online, after initially being put on hold due to COVID-19 restrictions.

Annual Fatality Free Friday activities (usually held at Grand Plaza on last Friday in May) has been postponed to end of November 2020 pending ongoing restrictions. Along with QPS and TM), Council has been planning media releases for road safety week in August 2020.

Traffic investigations and applications for 2021/2022 Federal Black Spot funding were also prepared for proposed treatments to road segments with significant crash history. The School Zone Pace Car was not deployed during this school term due to delayed return of students and limited availability of regular pool vehicle driven by staff working from home.

Print date 07/08/20 Page 16 Page 33 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.4.1 Logan Safety Deliver the Logan Safety Camera June 2020 4 4 Completed Camera Program throughout the City of Logan Program to increase community safety.

Interpretation & Response: Quarter 4 Update The Logan Safety Camera Program has continued to be successfully delivered throughout the April - June 2020 period. Key highlights from this period in respect of the camera program capital works include: The successful completion of the Safer Communities Fund (round 2), which saw the Federal Government fund Council $950,000 for the installation of 55 CCTV cameras across 35 new sites in parks throughout the City of Logan. This project commenced in June 2018 and completed in May 2020. The installation of a new CCTV system at the Marsden Depot. The integration of CCTV cameras at Mount Warren Sports Centre into the Logan Safety Camera Program Monitoring Room. The installation of a new CCTV camera at the corner of Smith Road and North Road, Woodridge. The installation of a new CCTV camera at the roundabout of Park Road and Watland Street, Slacks Creek. Continued work in partnership with the Water Business Branch on critical infrastructure projects, including the installation of CCTV.

About The Logan Safety Camera Program is used as one component of the Community Safety Program's holistic response to reducing and preventing crime throughout the City of Logan and increase 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; and • Support the Queensland Police Service to identify and effectively prosecute offenders.

In delivering upon the purpose of the Logan Safety Camera Program it is important that the program continues to develop and grow with the needs of the city, which includes the continued expansion of the camera network. The expansion of the camera network has been the predominately focused for the Community Safety Program for the past 2-3 years.

Outcome Throughout 2019/2020 the Logan Safety Camera Program continued to be successfully delivered to the Logan community. Particularly through the partnership work that has been undertaken with the Queensland Police Service, significant positive outcomes have been achieved for the Logan community including more than 4,500 community safety related incidents being captured by the camera network.

The Logan Safety Camera Program is not only used in the capturing of incidents it also helps to deter incidents from occurring as well as increase perceptions of safety for community members in using the open spaces and places throughout the city legitimately.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.4.2 Community Deliver actions for implementing the June 2020 4 4 Completed safety City of Logan Safe City Strategy and programming Action Plan 2016-2020 to encourage safe places and spaces across the city.

Interpretation & Response: Quarter 4 update The Community Safety Program continue to successfully deliver the initiatives of the City of Logan Safe City Strategy and Action Plan 2016-2020. During the April - June 2020 period, the following significant achievements were made against the five key areas of interest of the strategy and action plan: • Strategic approach • Community Confidence • Places and spaces • Partnerships • Communication

Actions In delivering the City of Logan Safe City Strategy and Action Plan 2016-2020 a number of projects have been delivered, in line with the 5 key areas of interest, throughout 2019/2020, all of which have contributed to creating a safer City of Logan, including: • 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; • Delivery of Logan Community Safety Advisory Group meetings; • Building Social Capital Hubs; • Youth Street Hubz; • Not Now, Not Ever in Logan domestic violence campaign; and

Print date 07/08/20 Page 17 Page 34 of 99 • Quarterly Safe City Logan E-Newsletter.

Outcome Through the delivery of the numerous activities outlined above, the benefits to the community as a result are seen through the amount of residents engaged in the respective activities through education and awareness on crime prevention topics and thus reduction and prevention of them becoming a victim of crime.

Additionally, a number of the activities delivered also assist with the re-integration of offenders back into the City of Logan community, by providing them with the appropriate support for this re-integration to successfully occur.

Print date 07/08/20 Page 18 Page 35 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed QL2.4.3 Community Deliver the annual Safe City Logan June 2020 2 2 Completed safety research community survey to gauge and planning community perceptions on important crime and safety topics in the City of Logan.

Interpretation & Response: The 2019 Safe City Logan community survey was successfully delivered during the month of September 2019. The Key Findings Report regarding the outcomes of this survey were made publicly available on Council's website in December 2019. Included in the Key Findings Report are five key action items that will be given priority throughout 2020 to address inaccurate negative perceptions of crime and safety in the city. These action items are in accordance with the City of Logan Safe City Strategy and Action Plan 2016-2020.

QL2.4.4 - Number of divisional community-based crime Interpretation & Response: Quarter 4 update prevention and safety initiatives delivered per year A total of 21 divisional community-based crime prevention activities were undertaken 60 by the Community Safety Program throughout the April - June 2020 period. It is noted Target = 48 that 8 of these activities carried over from the January - March 2020 quarter. These 50 activities included partnering with police to deliver crime and safety information packs pertaining to vehicle security, correct reporting procedures, CPTED audits and 40 delivery of one-way screws to prevent number plate theft. These activities were delivered via mail out to residents due to COVID-19 restrictions. 30 About 20 Council at its meeting of 4 December (Minute No 390/2018) adopted a resolution for the delivery of targeted divisional community-based crime prevention and community 10 safety activities. In delivering these activities the Community Safety Program aim to be strategic and targeted in their approach to delivering community-based initiatives, addressing both real and perceived crime and safety concerns as they relate to specific suburbs/ divisions across the city. The divisional key findings reports from Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb 20 Feb Sep Sep 19 Nov 19 Mar20 May 20 Aug Aug 19 Dec 19 the Safe City Logan community survey coupled with the divisional crime profiles and Target Lowest acceptable performance Actual advice received from the Queensland Police Service, local Councillors, residents and other key stakeholders inform what crime and safety issues will be addressed within each division. In accordance with this approach, the Community Safety Program deliver a number of targeted divisional activities each year engaging numerous Logan community members on awareness raising and education around crime prevention information.

Actions Throughout 2019/2020 a total of 48 divisional community-based crime prevention activities were undertaken by the Community Safety Program throughout the City of Logan. These activities included: • Community presentations on topics such as, personal safety, elder abuse and CPTED; • Community CPTED audits; • Coffee with Council and a Cop; • Safe PL8 and 'lock it or lose it' audit initiatives; and • Delivery of the Eyes and Ears Out and About - Active Bystander initiative.

Following the declaration of the COVID-19 pandemic it became apparent that the delivery of the targeted divisional activities would be impacted. The majority of targeted divisional activities undertaken by the Community Safety Program require face-to-face contact with community members, thus restrictions surrounding COVID- 19 made this impossible. In an attempt to mitigate this challenge as best as possible, the Community Safety Program developed new and creative ways to deliver the targeted divisional activities that did not rely on face-to-face contact.

Outcome In considering the 48 activities that were successfully completed throughout 2019/2020, more than 3,000 community members were positively engaged in respect of crime prevention information and increasing their safety. Overall the delivery of the targeted divisional activities has successfully contributed to increasing community safety and preventing crime, particularly through a victim-focused approach, throughout the City of Logan.

Print date 07/08/20 Page 19 Page 36 of 99 QL2.4.5 - Number of proactive Crime Prevention Through Interpretation & Response: Environmental Design (CPTED) audits conducted per year. Quarter 4 update A total of 2 proactive CPTED audits have been completed by the Community Safety 20 Program throughout the City of Logan during the April - June 2020 period.

Target = 16 About 15 The purpose of undertaking proactive CPTED audits is to create and maintain safer places and spaces throughout the City of Logan. The proactive CPTED audits project aims to pre-emptively identify potential safety issues in public places and spaces, with 10 any issues identified removed or reduced (e.g. overgrown landscaping reducing visibility).

5 Actions Throughout 2019/2020 a total of 16 proactive CPTED audits were undertaken in parks located all throughout the City of Logan. Some audits were undertaken in partnership with local police officers or Council's Park Rangers, ensuring a holistic approach was taken. Where required recommendations from each audit were Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oc19 t Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 provided back to the relevant internal branch for actioning (e.g. Parks Branch to Target Lowest acceptable performance Actual remove overgrown landscaping). Throughout the project delivery it was identified that some overlap in undertaking these audits was occurring between the Community Safety Program (project lead) and Council's Park Rangers, who it was found were also undertaking proactive audits in parks throughout the city. Upon identifying this challenge, engagement between the two teams were undertaken to better align priorities in continuing the roll-out of proactive audits in parks. This lead to positive results for both teams, including better sharing of resourcing. Additionally, it was identified throughout project delivery that the feedback loop in relation to recommendations from audits being actioned could be strengthened. In overcoming this challenge, officers from the Community Safety Program have taken it upon themselves to more frequently engage with internal partners, responsible for actioning recommendations, to obtain outcomes in relation to those recommendations.

Outcome In delivering proactive CPTED audits in parks throughout the city and subsequently working with internal partners to action recommendations from these audits, has helped to create safer outdoor spaces for the City of Logan community to enjoy and recreate in.

Print date 07/08/20 Page 20 Page 37 of 99 QL2.4.6 - Number of Safe City Logan Interpretation & Response: E-Newsletters published per year Quarter 4 update For the April - June 2020 period a total of 1 Safe City Logan E-Newsletter was 5 developed and sent (on 05/05/2020) to the E-Newsletter distribution list of almost 300 Target = 4 per year recipients. This E-Newsletter had 92 unique opens, equating to 32% of all recipients. 4 The E-Newsletter featured stories on: Οnline reporting to PoliceLink; 3 Alternate methods to reporting domestic and family violence; and Staying safe online.

2 About The purpose of the Safe City Logan E-Newsletter was to introduce an innovative way 1 to assist in maintaining a network of City of Logan community safety advocates through regular information sharing. The Safe City Logan E-Newsletter highlighted and promoted the work of Council's Community Safety Program to more than 300 community safety stakeholders, including all City of Logan Neighbourhood Watch groups, Queensland Police Service officers and various community organisations. Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual Actions Throughout 2019/2020 a total of 4 Safe City Logan E-Newsletter (1 each quarter) were sent to the E-Newsletter distribution list of community safety stakeholders to complete this action. In regards to the Safe City Logan quarterly E-Newsletter, going forward a decision has been made to discontinue this newsletter, with the final edition due to be sent out in August 2020. This decision has been made as it has been determined that a number of alternative methods are in place to inform the Logan community about community safety news and events. Firstly, in place of the Safe City Logan E- Newsletter, as at March 2020, the Community Safety Program have commenced a half page editorial in the Our Logan Magazine called Community Aware. Additionally, the Community Development Program distributes a fortnightly E-Newsletter, Connecting our Community, which will also be utilised going forward for distributing community safety and crime prevention information to interested stakeholders.

Outcome Through the delivery of the quarterly Safe City Logan E-Newsletter, the Community Safety Program were able to increase information sharing with community safety stakeholders from across the City of Logan. The information shared with stakeholders was beneficial from a number of view-points including, to share information on Council's initiatives, to encourage involvement in Council's community safety initiatives and to educate regarding crime prevention information. All of which helps to contribute to making the City of Logan a safer place for all.

Print date 07/08/20 Page 21 Page 38 of 99 Conveniently Connected (CC) CC1 - Integrated transport networks allow people to move around the city easily and conveniently

Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC1.1.1 Transport Implement actions from the plan for an June 2020 1 1 Completed Planning integrated local transport network for Council-managed infrastructure to improve connectivity across the city.

Interpretation & Response: Quarter 4 update Way2Go actions related to road infrastructure, public transport network/services/infrastructure and active transport are being implemented through business as usual tasks as well as specific projects.

Scoping investigations and option studies related to Council's priority road project lists were undertaken throughout the year. Many of these are in progress and inform the three year rolling program of capital delivery works including planning, design and construction phases.

A review of Logan's bus network is ongoing in collaboration with TransLink. The study will inform short term improvements to current bus services and their investment options. Project planning for a broader medium term public transport study also commenced this year.

Planning of existing bus stop upgrades to comply with Disability Discrimination Act (DDA) requirements is ongoing. The 2020/21 project list is being developed in consultation with TransLink.

An invitation to tender was called for the Council Cabs service. TransitCare was appointed to provide this heavily subsidised service which transports Logan's seniors from home to their nearest major shopping centre and back home.

Planning for a prioritised list of new footpath links and network gaps commenced in the year. The development of a new Statement of Intent will inform Council's Capital Roads and Drainage Program.

About There are 132 actions listed in the implementation plan of Way2Go - Connecting Logan , Council's integrated local transport plan. Each of the actions in Way2Go has been assigned at least one timeframe category including 'ongoing', 'immediate', 'short', 'medium' and 'long'. The detailed actions provide a clear path for the implementation of Way2Go . A wide variety of transport projects, studies, partnerships, etc will be developed over the life of Way2Go to address one or more actions in the plan. This will ensure Council improves connectivity across the city and achieves its transport vision.

Actions The following key investigations, studies and projects were conducted throughout the year: Scoping investigations to widen Teviot Road (Middle Road to Crowson Lane extension) to four lanes - completed Scoping investigations to upgrade Wuraga Road (Prangley Road to Beaudesert-Beenleigh Road) - in progress Scoping investigations to widen Anzac Avenue/Kirk Road/Kenny Road to four lanes - in progress Scoping investigations to widen Chambers Flat Road (Kenny Road to Logan Reserve Road) to four lanes - in progress Options study to upgrade the Middle Road / Stoney Camp Road / Teviot Road interchange - in progress Options study to widen Goodna Road / Springfield-Greenbank Arterial to four lanes - in progress 2020/21 Passenger Transport Accessible Infrastructure Program (PTAIP) schedule of bus stop upgrades for DDA compliance - in progress 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 As the scoping investigations and options studies are completed they will be progressed to the detail design phase prior adoption in future capital delivery programs. The community benefits from the prioritised upgrade of the major road network.

As public transport studies are completed bus services and infrastructure upgrades will be identified for further consideration and investment by TransLink and Council. Implementation of improved services and routes will provide an efficient network and better public transport experience for users.

The appointment of TransitCare for the Council Cabs service ensures our continued service to Logan's seniors

Print date 07/08/20 Page 22 Page 39 of 99 CC1.2.1 - Percentage of the annual road maintenance Interpretation & Response: program delivered on budget. RCM had been tracking well throughout the year. RCM incurred $369k of unavoidable costs. Otherwise RCM would have ended the year within the 100% acceptable parameters for our 2019/20 financial year budget.

80% Target = 100% 60%

40%

20%

% Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual

CC1.2.2 - Percentage of annual road and drainage Interpretation & Response: capital program delivered on schedule. Quarter 4 Update At the end of the April to June quarter, delivery of the Capital Roadworks and Drainage Program was in line with planned expenditure at 91%. 120% Notable projects under construction throughout the fourth quarter include: Target = 90% 100% New Beith Road, Greenbank Stage 3 - Road Upgrade Project ($15 Million) Station Road & Jellicoe Street Intersection, Loganlea - Major Intersection 80% Upgrade ($4.4 Million) Jalan Street, Tanah Merah - Local Road Kerb & Stormwater Upgrade Project 60% ($2.1 Million) 40% James Street, Beenleigh - Local Road Kerb & Stormwater Upgrade Project ($1.75 Million) 20% Mackellar Drive Catchment, Boronia Heights - Master Drainage Project ($0.7 Million) % Daisy Hill Road Cycleway - Cycleway Infrastructure Project ($0.7 Million) Numerous asphalt and spray seal works across the city, totalling $6.5 Million Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb 20 Feb Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual About The Capital Roadworks and Drainage Program delivers enhanced transport and drainage infrastructure across the City of Logan. The Program delivers infrastructure upgrades to cater for improvements and growth across the city as well as renewal of the existing infrastructure network.

Actions The planning, survey, detailed design and construction of road and drainage infrastructure projects has occurred throughout the 2019/2020 financial year. Delivery of infrastructure projects has occurred at some 600 project locations.

Outcome Delivery of the 2019/2020 Capital Roadworks and Drainage Program has achieved record expenditure of $86 million, which has resulted in the following network enhancements: Infrastructure works across some 600 project locations. 34 new and upgraded bus stops at a total cost of $1 million. Over $26 million on upgrades to the trunk road network to improve safety and support network growth. Upgrades to existing urban drainage catchments to improve immunity from storm events at a total cost of $9 million $6 million on enhancements to the local road network to improve road geometry, new kerb and channelling and drainage infrastructure. Pavement rehabilitation, asphalt and spray seal resurfacing across more than 160 streets at a cost of more than $27 million Kerb and Channel rehabilitation at selected locations across 110 streets at a total cost of $7 million Over 23 kilometres of new footpath added to the network at 93 locations at a total cost of $2.5 million. Repairs and rehabilitation of the existing footpath network across more than 100 streets at a total cost of approximately $0.7 million.

Print date 07/08/20 Page 23 Page 40 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC1.3.1 Transport Deliver actions for improving Council's June 2020 1 1 Completed Planning Cycle Network Infrastructure to maintain and improve active transport across the city.

Interpretation & Response: Quarter 4 update Improvement of the cycle network infrastructure is based on Council's priority cycle project list, the adopted Statement of Intent for the Cycle Network Infrastructure (SOI).

Scoping investigations for five listed projects in the SOI were undertaken throughout the year. Scoping briefs were completed to provide a shared path along Cinderella Drive between Springwood Road and Dennis Road. Scoping commenced for cycle network links in Browns Plains, namely routes along Grand Plaza Drive and Eastern Road.

The current SOI is approaching the end of life and development of an updated SOI has commenced.

Also input was provided to the state government's review of their South East Queensland Principal Cycle Network Plan. Advice was provided on Council's priority routes to maximise future grant funding opportunities.

About A three year rolling program of capital delivery works includes planning, design and construction phases. The planning phase consists of the preparation of scoping briefs. Projects are informed by a SOI to ensure capital projects are delivered in a prioritised manner.

Actions Concept designs and cost estimates are prepared as part of the scoping process. Internal and external stakeholders are consulted to inform project scope. Design risks are identified and captured. Completed scoping briefs were issued for progression to detail design phases.

Outcome Completion of scoping briefs for the shared path on Cinderella Drive allows the capital delivery process to progress to the next stage and ultimately to the delivery of the infrastructure.

Print date 07/08/20 Page 24 Page 41 of 99 CC2 - A city of smart design, with mixed density and mixed use development, co -located with hard and soft infrastructure

Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC2.1.1 Strengthen Deliver wastewater treatment and June 2020 4 4 Completed delivery of conveyance infrastructure works in planned Greater Flagstone to improve services maintenance to the Logan South region of the city. programs

Interpretation & Response: Quarter 4 Update Wastewater infrastructure works are on track for completion.

About Nearly twenty kilometres of pipeline will connect Greater Flagstone to Logan's state-of-the-art wastewater treatment plant at Cedar Grove.

Actions Work on the mammoth infrastructure undertaking is running on schedule, with the landmark wastewater treatment plant in commissioning. The conveyance pipelines are complete and transferring flows from Flagstone. The Greenbank conveyance to Flagstone is nearly operational. We began work on the pipeline in March 2019, using open trench, tunnel boring, and horizontal directional drilling (HDD) construction methods in construction. Four pump stations have also been built along the route.

Outcome It's another important milestone in a project that is key in future-proofing the Greater Flagstone Priority Development Area. The Flagstone region will ultimately be an urban community including housing, employment and transport for up to 145,000 people.

Print date 07/08/20 Page 25 Page 42 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC2.1.2 Strengthen Commence planning and design of the June 2020 2 2 Completed delivery of Waste Water Treatment Plant: Site B planned to improve services to the Logan South maintenance region of the city. programs.

Interpretation & Response: Quarter 4 Update Early planning is well advanced with design pending.

About Planning and design works are in progress for a modern wastewater treatment plant at Chambers Flat. The plant will provide essential services to growing communities in Park Ridge, Logan Village and the Queensland Government's Yarrabilba Priority Development Area.

A key development corridor extends from Park Ridge to Yarrabilba. As development progresses and the population increases in this corridor, additional critical infrastructure such as wastewater treatment facilities and trunk pipelines are required.

Actions Council is co-funding the infrastructure with the Queensland Government and coordinating this project in consultation with regulatory authorities and community members. Council's Logan Water Partnership are undertaking planning and design activities this year in preparation for the commencement of construction. The plant will be operated and maintained by Council.

Several Chambers Flat and surrounding area residents joined Council officers on a bus tour of two operating treatment plants at Maleny and Nambour on the Sunshine Coast. Attendees were guided around each facility to gain an understanding of the treatment process. The tour provided an opportunity for residents to see examples of modern wastewater infrastructure including membrane bioreactor technology and constructed wetlands at Maleny. Both of these elements will be considered for the Logan South WWTP B.

Outcome The main project benefits and opportunities for Logan's economy, environment and community are: Essential services for growing communities in the city's central to southern corridor. Potential opportunities to enhance local community facilities and wildlife habitat as part of the development. Development of sustainable infrastructure that minimises lifecycle costs, energy use, greenhouse gas emissions, potential wastewater over lows and odours. Local employment and skills development during delivery and operation of new infrastructure. Local construction companies and suppliers will be used wherever possible.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC2.2.1 Strategic Land- Deliver an annual review of the Logan June 2020 1 1 Completed Use Planning Planning Scheme 2015 to promote best practice urban design to meet the needs of residents and businesses.

Interpretation & Response: The version 8 planning scheme amendment may now be hold to go-live in September 2020. This amendment is in conjunction with an amendment to the Cadastre and has had a slight delay. The Version 9 amendment - preparing items for the amendment package is well on track and is in the process of incorporating Councillor and Community feedback. An annual review of the planning scheme will now commence in at least March of every year for Councillor and Community feedback.

Over the financial year the V7 planning scheme amendment went live in February 2020 and the Version 8 planning scheme successfully moved through all of the regulation requirements including two reviews by the State Government and public consultation. The next amendment package known as version 9 has commenced and initial issues from the Councillors and Community have been recorded and are in the process of being considered for appropriate action.

Print date 07/08/20 Page 26 Page 43 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed CC2.3.1 Strategic Update the current Local Government June 2020 1 1 Completed Infrastructure Infrastructure Plan to reflect residential Planning settlement patterns.

Interpretation & Response: The Local Government Infrastructure Plan Version 1 was reviewed and updated in 2019 to form Version 1.1. Version 1.1 is expected to go live in December 2019. Work is currently underway on Local Government Infrastructure Plan Version 2 which is required under State Government legislation to be in effect by May 2022.

Print date 07/08/20 Page 27 Page 44 of 99 Economic Transformation (ET) ET1 - We enjoy jobs growth and economic prosperity with local and global reach

Corp Service Project Target Milestones Milestones Status Plan Planned Completed ET1.1.1 Traineeships Deliver the Youth Careers Expo to July 2019 1 1 Completed and attract, develop and retain a valued Apprenticeship and skilled workforce. s

Interpretation & Response: The Youth Careers Expo was held on 30 July 2019. Project Complete.

ET1.1.2 - Investment generated through Interpretation & Response: promoting the City of Logan. During the fourth quarter a total of $18.950M was invested in a site acquisition and build of new headquarters for a company relocating from Brisbane and 100 expansion to new premises for a recycling facility. This takes the total Target = $70 million investment into the city for the year to $95,895,000 exceeding the annual target. 80

60

40

20 Jul19 Oct19 20 Jan Apr 20 20 Jun Sep Sep 19 Nov 19 20 Feb Aug Aug 19 Dec 19 20 Mar May 20 Target Lowest acceptable performance Actual

ET1.1.3 - Number of new jobs created or retained as Interpretation & Response: a result of investment generated The fourth quarter saw 56 new jobs and 28 retained jobs for the city. These jobs are for the expansion to a new premises for a recycling facility and new 600 headquarters for a company attracted to the city from Brisbane. The total Target = 500 jobs 500 number of new and retained jobs (452) has exceeded the minimum acceptable annual target. 400

300

200

100 Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual

Print date 07/08/20 Page 28 Page 45 of 99 ET1.2.1 - Number of business relevant Interpretation & Response: workshops delivered for businesses While no new face-to-face workshops were held in the fourth quarter due to the COVID-19 pandemic, a number of webinars have been delivered across a range of 40 topics through our partnership with Griffith University. The Economic Development Team have been actively involved in delivering economic recovery support to the business community across the city this quarter providing one-on-one support and 30 information on local, state and federal support initiatives. A COVID-19 support page with a calendar of digital events and webinars has now been included on the LOED website to keep business owners up to date on recovery and resilience actions. 20 Target = 15

10 Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb20 Sep Sep 19 Nov 19 Mar 20 Mar May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual

Corp Service Project Target Milestones Milestones Status Plan Planned Completed ET1.4.1 Strategic Land- Deliver a review of the existing retail June 2020 1 1 Completed Use Planning 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.

Interpretation & Response: A Retail Study was completed in the first six months of the financial year. This Study provided an analysis of key retail trends and an analysis of existing policy, particularly within the Logan Planning Scheme 2015 that could be reveiwed to ensure that Logan is considering all existing retail issues and future retail trends. As the Strategy is aligned with a planning scheme amendment, it has been placed on hold until the work can be identified in a future planning scheme amendment. However some key issues such as retail in emerging community zone areas and small retail are being considered in the V9 planning scheme amendment.

The draft retail strategy is awaiting timeframes for a future planning scheme amendment. The strategy will be incorporated into 2020/2021 planning scheme amendment packages.

Print date 07/08/20 Page 29 Page 46 of 99 ET2 - Investments, partnerships and innovation support economic growth in the city

Corp Service Project Target Milestones Milestones Status Plan Planned Completed ET2.3.1 Services Deliver a marketing strategy to help June 2020 2 2 Completed Marketing establish and promote the Kingston Butter Factory Innovation Hub and Events precinct.

Interpretation & Response: Quarter 4 update A new city brand and marketing strategy was presented to Council and endorsed in Committee on June 10.

About The strategy was developed in line with key corporate priorities to support the positioning and marketing direction for the city going forward. While this does not cover off on a dedicated marketing strategy for the Kingston Butter Factory precinct yet, the high level road map has factored in specific strategy development in line with the development of a consolidated arts/entertainment website and planning for site construction and launch.

Actions An RFQ was distributed and a successful creative agency was appointed to deliver this body of work. Workshops were conducted with key stakeholders including the Sport, Leisure and Facilities and Innovation and City Transformation branches of Council, which also informed this direction as part of this process.

Outcomes The strategic marketing framework guides the marketing and positioning direction for the City of Logan from a holistic perspective, as aligned to the three core pillars of Community, Tourism and Economic. Priority outcome area 2.3.1 was incorporated into the strategic development of this project and factored in accordingly.

Benefits Developing a cohesive positioning direction and strategic approach to branding and marketing the City of Logan will ultimately instil community pride, strategically position the city and contribute to economic growth through tourism and business investment.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed ET2.3.3 Strategic Endorse the operational model of the August 2019 0 0 Not Planning Kingston Butter Factory Innovation Proceeding Hub for the efficient delivery of services to stakeholders.

Interpretation & Response: A decision was made by Council in the second quarter to remove this project from the 2019/2020 Operational Plan. A report that was presented to Council and adopted 20 August 2019, recommended that Kingston Butter Factory is no longer being utilised for the Innovation Hub as originally intended.

The GO1 coLab is now taking on the Logan Innovation Hub and it is officially underway. The redevelopment of the Kingston Butter Factory is still proceeding but has no association to the Innovation Hub.

Print date 07/08/20 Page 30 Page 47 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed ET2.4.1 Tendering and Implement actions from the Social June 2020 6 6 Completed Contracting Procurement Strategy and Buy Local Strategy which promotes social inclusion and increases council spend with local suppliers.

Interpretation & Response: Quarter 4 update Logan City Council has launched a new campaign that encourages the community to support local businesses - Think Local, Buy Logan.

About The Think Local, Buy Logan campaign is designed to support local businesses by increasing the amount of spend with local businesses. Council has a Buy Local policy which assists local suppliers when tendering for Council work and responding to requests for quotes.

Outcomes 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 has led the way by awarding procurement contracts to six 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 - Based in Shailer Park for 35 years. 5 Star Timbers - Head office is in Woodridge.

Together, the six companies employ 66 people who also live in Logan.

Print date 07/08/20 Page 31 Page 48 of 99 Image and Identity (II) II1 - We are an innovative, dynamic city of the future

Corp Service Project Target Milestones Milestones Status Plan Planned Completed II1.1.1 City Image Deliver a three year City Brand June 2020 4 4 Completed Marketing/ Strategy 2019 - 2022 and priority Branch and actions for the 2019/2020 financial Design year to position the city as an Innovative, Dynamic, City of the Future.

Interpretation & Response: Quarter 4 update The refreshed city brand and marketing strategy was presented to Council and endorsed in Committee on June 10.

About The aim of this project was to develop a single, unified brand for the City of Logan, along with a high level strategic marketing roadmap to support it in line with key corporate priorities.

Actions An RFQ was distributed and a successful creative agency was appointed to deliver this body of work. Existing Council strategies were reviewed and workshops were conducted with key stakeholders to develop new city logo concepts and a draft brand and marketing strategy.

Outcomes 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 two-year period using allocated funding in reserve and an 'end of life' replacement approach.

Benefits Developing a unified brand for the city, streamlines communications and reduces confusion caused by the existence of two separate and competing Council and city brands.

Reinforcing reference to the 'City of Logan' also reinforces the fact that Logan is actually a city and not a suburb. Ultimately, this project will instil community pride, strategically position the city and contribute to economic growth through tourism and business investment.

II1.1.2 - Number of proactively pitched Interpretation & Response: media stories per month There were 21 pitches made for the final quarter. 4 pitches to various media outlets were made for June 2020. These include: Target = 12 per month 140 $30m Meadowbrook medical centre project approved - CM Prime Site (Chris 120 Herde) Logan Recycling Market to reopen June 12 - JT print edition (Matt McLeannan) 100

80 Meadowbrook medical centre DA approval - Urban Developer (Dinah Lewis Boucher) 60 EnviroGrants recipients announced, sent a list through of those local to 40 Jimboomba Times area - offered to chase contact details where possible - Jimboomba Times 20 This brings the total number of proactively pitched media stories for the financial year to 141. This is below the target (144) but is within the acceptable target limits. Jul19 Oct19 20 Jan Apr 20 20 Jun Sep Sep 19 Nov 19 20 Feb Aug Aug 19 Dec 19 20 Mar May 20 Target Lowest acceptable performance Actual

Print date 07/08/20 Page 32 Page 49 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed II1.2.1 Delivery of Deliver the Advocacy and City of June 2020 4 4 Completed Council's Choice Annual report to provide Advocacy transparency in the delivery of the Strategy and Advocacy Strategy and City of Choice supporting initiative. Action Plan

Interpretation & Response: Following the end of quarter, the Advocacy Annual Update is being compiled to record activities undertaken, on track to be completed in July. All planned milestones for the year achieved: Ensure the action plan register is up to date and all activities tracked for the first quarter Ensure the action plan register is up to date and all activities tracked for the second quarter Ensure the action plan register is up to date and all activities tracked for the third quarter and prepare framework for the annual report Ensure the action plan register is up to date and all activities tracked for the fourth quarter and prepare draft of the annual report for Council endorsement

Print date 07/08/20 Page 33 Page 50 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed II1.3.1 Strategic Implement key initiatives from the City June 2020 12 12 Completed Planning Futures Strategy Implementation Plan to establish a direction for the city transformation agenda.

Interpretation & Response: Quarter 4 update The City Transformation Branch continued to deliver programs to support the innovation and entrepreneurship ecosystem as they uncover and connect with innovative businesses and start-ups on a regular basis. On 29th June 2020, Queensland Chief Entrepreneur, Leanne Kemp visited Logan as part of their regional tour initiative. The Chief Entrepreneur visited Substation33 where a number of start-ups, entrepreneurs and innovation was showcased to a small group (due to Covid19 restrictions). The Chief Entrepreneur also visited Black Sky Aerospace in Jimboomba where this start-up showcased their rocket and propulsion technology. Black Sky Aerospace is leading the world in this technology and a number of branches are sharing and connecting these businesses along with many other start-ups in Logan into the right government and private agencies to further develop their businesses.

Consideration and evaluation of student submissions was carried out for the Tully Memorial Park activation project through the CityStudio Logan program and QUT University partnership. The students presented their solutions to staff within the Parks branch to address educating visitors on the use of the facilities available, dealing with homelessness and how to create a more inviting space to increase tourism and visitors to the area. It is intended that a combination of ideas submitted by the students will be implemented at this site.

About City Transformation Branch has secured engagement from a partner organisation to provide advice on establishing an innovation ecosystem comprised of funded scale-up and validated start-up organisations which will be identified, supported and developed through the auspices of the Logan City Council innovation lab (the coLab). The Catapult Youth Enterprise and Entrepreneurship capability development program engaged a vendor in June 2020 to deliver the program to initially to 4 high schools across Logan.

Actions coLab - Further business models (operating/financial) are being created to support the establishment of this operation to confirm resourcing, facility and financial requirements. Negotiations remain underway to finalise suitable premises appropriate for the initiative and geographically located in proximity to existing collaborators Candidate tenants (scale-up organisations) are currently being identified and in parallel, a catalogue of suitable programs and support services are being identified and designed Catapult - Schools were on-boarded and detailed project, marketing and communications plans are currently being developed with the program kicking off in Term 3 (mid-July 2020). This program will be funded predominantly by the Advancing Regional Innovation Program through State Government's Advance Queensland initiative. The initial pilot of the Catapult program will run until December 2020.

Outcome coLab - This work will progress over coming months with the intended official launch date to be held later this calendar year. Catapult - Collaboration with New Zealand's Young Enterprise Trust organisation continued where we leverage and learn from their 38 year successful roll out of programs across all schools in New Zealand. Relationships continue with State Government Departments to connect program outcomes to industry and employers.

Print date 07/08/20 Page 34 Page 51 of 99 II2 - Acknowledged as the emerging destination in the South East Region

II2.1.2 - Percentage of original Parks Interpretation & Response: Capital Works Program delivered by 30 June 2020 As at end of June 2020, 103 projects have been completed, equating to 83.7% of the original program (123 projects). Target = 100% Whilst delivery of projects continued to catch up throughout the year, the easing of 100% projects commencing due to changes in stakeholder engagement / work notifications practices and delayed start to some projects during March / April due to COVID has 80% resulted in a number of projects not achieving practical completion by 30 June.

60%

40%

20%

% Jul19 Apr Apr 20 20 Jun Jan 20 Jan Oct19 Feb 20 Feb Sep Sep 19 Nov 19 Mar20 May 20 Aug Aug 19 Dec 19 Target Lowest acceptable performance Actual

Corp Service Project Target Milestones Milestones Status Plan Planned Completed II2.2.1 Community Implement a Logan City Council June 2020 3 3 Completed Events Support Events Strategy 2019-2023 to guide the strategic direction of city wide events across a five year period.

Interpretation & Response: The Logan City Council Events Strategy 2020-2025 has been finalised and is to be tabled at the August 2020 Committee meeting.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed II2.2.2 Event Attraction Design a program for attracting small, June 2020 26 26 Completed medium and large scale events to the City of Logan to showcase the city as a thriving destination.

Interpretation & Response: Quarter 4 Update Due to the Covid-19 pandemic, no events have been conducted since March 2020.

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 & Spike Tournament Eagleby Fair Qld Cake Expo Qld Bush Poetry Championships Classic Car Show Centenary Plains Pro Khuado Cup & 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 & Beats Logan Gardens

Print date 07/08/20 Page 35 Page 52 of 99 Jimboomba Triple Crown SuperX International Women's Day

Print date 07/08/20 Page 36 Page 53 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed II2.3.1 Services Develop a plan to establish the City's June 2020 4 4 Completed Marketing sporting identity by marketing and promoting the City of Logan as a nursery for sporting talent.

Interpretation & Response: Quarter 4 update A new city brand and marketing strategy was presented to Council and endorsed in Committee on June 10.

About The strategy was developed in line with key corporate priorities to support the positioning and marketing direction for the city going forward.

Actions An RFQ was distributed and a successful creative agency was appointed to deliver this body of work. Existing Council strategies were reviewed as part of this, including the Active Logan Implementation Strategy which informed the sporting element of the city offering. Workshops with key stakeholders including the Sport, Leisure and Facilities and Community Services branches of Council, also informed this direction.

Outcomes The strategic marketing framework guides the marketing and positioning direction for the City of Logan from a holistic perspective, as aligned to the three core pillars of Community, Tourism and Economic. Priority outcome area 2.3.1 was incorporated into the strategic development of this project and factored in accordingly.

Benefits Developing a cohesive positioning direction and strategic approach to branding and marketing the City of Logan will ultimately instil community pride, strategically position the city and contribute to economic growth through tourism and business investment.

Print date 07/08/20 Page 37 Page 54 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed II2.4.1 Services Develop a 'green identity' for the city to June 2020 4 4 Completed Marketing encourage greater use by the community and greater visibility of Logan as a liveable city.

Interpretation & Response: Quarter 4 update A new city brand and marketing strategy was presented to Council and endorsed in Committee on June 10.

About The strategy was developed in line with key corporate priorities to support the positioning and marketing direction for the city going forward.

Actions An RFQ was distributed and a successful creative agency was appointed to deliver this body of work. As part of this, discussions occurred around how to incorporate greater sustainability across events in 2020, along with reducing environmental impacts and fostering the city's green identity and environmental focus.

Workshops with key stakeholders including the Health, Environment and Waste branch of Council also informed this direction.

Outcomes The strategic marketing framework guides the marketing and positioning direction for the City of Logan from a holistic perspective, as aligned to the three core pillars of Community, Tourism and Economic. Priority outcome area 2.4.1 was incorporated into the strategic development of this project as a significant focus area.

Benefits Developing a cohesive positioning direction and strategic approach to branding and marketing the City of Logan will ultimately instil community pride, strategically position the city and contribute to economic growth through tourism and business investment. Ultimately, developing the city's green identity will support conservation and sustainability as part of this as appropriate.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed II2.7.1 Strategic Implement priority actions for the June 2020 4 4 Completed Infrastructure 2019/2020 financial year from the Planning Destination Management Plan to inform the future management of the City of Logan as a destination.

Interpretation & Response: The fourth quarter has seen continued progress of the priority actions in the Destination Management Plan. The Riverine Discovery Centre was approved to proceed to a full feasibility study and the Whitewater Park Business Case submitted to Queensland Treasury for consideration. A Tourism Business Development Program was also completed this quarter aiming to assist people with existing businesses or potential business opportunities to establish or improve a tourism experience. Following extensive internal consultation a Food Tourism Strategy has also been completed this quarter.

Unfortunately COVID-19 has meant that planned tourism marketing campaigns including social media and a new Visitors Guide were not progressed. Tourism Officers have been redirecting efforts into the recovery activities working closely with the Local Recovery Group and broader tourism industry stakeholders to provide support to tourism and hospitality businesses in the city. The Service Enhancement was therefore not spent as planned and a request for the remaining funds to be carried over into the 20/21 financial year has been made to continue the implementation of the plan.

Print date 07/08/20 Page 38 Page 55 of 99 Green and Renewable (GR) GR1 - A carbon neutral and green city

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.1 Total Fleet Develop a Sustainable Fleet June 2020 3 3 Completed Asset Management Strategy to align Council Management with its goal to reduce and offset carbon emissions.

Interpretation & Response: The d evelopment stage of the Sustainable Fleet Management Strategy complete. Director Organisational Services has requested document be presented to ELT for consideration and ELT endorsement. Following ELT endorsement, the strategy will have corporate design applied and will go before Council for adoption.

The strategy is also aligned to the newly implemented 'sustainability framework'.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.2 Mechanical Update Council's annual Greenstamp April 2020 8 8 Completed Workshop Audit (GSA) processes to ensure compliance with the Queensland Department of Environment and Science and support a carbon neutral and green city.

Interpretation & Response: With the Motor Traders of Queensland now not authorised to audit and accredit for compliance the Motor Traders association of NSW where next to contact. Onsite audit occurred 29/01/2020 with approval at board level 24/02/2020.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.3 Mechanical Implement and obtain Environmental December 2019 4 2 Not Workshop Management System ISO14001:2015 Proceeding certification to support Council's Greenstamp accreditation and ensure business practices are environmentally sustainable.

Interpretation & Response: A decision was made by Council in the second quarter to remove this project from the 2019/2020 Operational Plan. Results from a gap analysis highlighted that there were significant gaps in process requirements, and the time required to map and test these process requirements in order to meet ISO14001-2015 were lengthy and costly.

Print date 07/08/20 Page 39 Page 56 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.4 Environmental Deliver an emissions profile report to September 2019 1 1 Completed Project Delivery measure, track and reduce Council emissions.

Interpretation & Response: During the first quarter of 2019/2020, the 2018/2019 Emission Profile Report was developed to measure and track Council's emissions. This project has been completed.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.5 Environmental Install solar photovoltaic (PV) systems June 2020 3 3 Completed Project Delivery at priority Council locations to reduce carbon emissions.

Interpreta tion & Response: Quarter 4 Update During Quarter 2019/2020, the installation of solar PV systems has been successfully completed at five Council facilities - Mt Warren Sports Centre, Logan West Community Centre, Logan North Library, Logan North Aquatic Centre and Marsden Library during.

About The installation of on-site solar power generation systems reduce Council's carbon footprint, reduce electricity costs, and provide leadership to the community in the installation of large commercial roof top 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 the relevant internal stakeholders, the project was developed and implemented with a single contractor managing the installation of the solar equipment and the roof safety equipment. Power generation monitoring equipment allows on- going 30 minute monitoring of not only each system, but each pair of solar panels. All excess power that will be generated by the system has been approved to be fed back into the grid.

Outcome In total, the systems at Mt Warren Sports Centre (70 kilowatts), Logan West Community Centre (18 kW), Logan North Library (83 kW), Logan North Aquatic Centre (100 kW), and Marsden Library (55 kW) will generate an estimated 454 megawatt hours of electricity, saving $56,000 in electricity costs, and saving 423 tonnes of CO2 emissions in their first year of operation.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.1.6 Environmental Develop a Climate Resilience Strategy June 2020 3 2 Undeliverable Planning, to enhance climate resilience with Policy and Logan City Council. Advice

Interp retation & Response: Quarter 4 Update 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 and engagement with Branch Managers across the organisation which was significantly impacted due to the COVID-10 restrictions.

About This project follows on from the Queensland Climate Resilient Council's assessment of Council's governance arrangements in relation to climate change which was undertaken in 2018. A key recommendation from this assessment was for Council to develop a Climate Resilience Strategy and Policy. Council supported the development of a Climate Resilience Strategy and Policy at its meeting of 16 April 2019 Minute No 103/2019.

Actions Despite the COVID-19 impacts, the project has progressed with the following milestones having been completed: background research review and project plan completed; request for quote and appointment of a consultant; initial round of internal stakeholder consultation completed; and a draft Climate Change Resilience Policy has been prepared for further internal consultation.

Outcome A Climate Resilience Strategy and Policy that would enhance Council's climate resilience management in a strategic and considered approach and set Council's platform for further long-term planning in climate change. The revised expected completion date for the Climate Change Resilience Strategy and Climate Change Resilience Policy is expected to be in October 2020.

It is recommended that this project be moved to next year's Operational Plan to finalise completion of the Climate Change Resilience Strategy and Climate

Print date 07/08/20 Page 40 Page 57 of 99 Change Resilience Policy, with a target date of October 2020.

Note: A status of undeliverable means that the project will not be delivered this financial year.

Print date 07/08/20 Page 41 Page 58 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.2.1 Environmental Deliver an environmental events and June 2020 2 2 Completed Events, activities program across the City of Activities and Logan to support the protection and Education enhancement of the natural environment across the city.

Interpretation & Response: Quarter 4 update Due to COVID-19 impacts, all environmental events and activities were postponed during the final quarter of 2019/2020. To ensure that continued environmental education and support for our community was provided, the following online resources were developed and delivered: 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.

About 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 Environmental Events and Activities program delivered 20 environmental events and activities to the Logan community throughout 2019/2020 financial year. The COVID-19 health pandemic produced challenges for Environmental Events and Activities to be delivered to the community. This was overcome by the production of online environmental educational resources.

Outcome The 20 Environmental events and activities that were delivered to the community saw over 400 community members learning more about Logan's local environment. Events that were delivered 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 Story 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.

Print date 07/08/20 Page 42 Page 59 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR1.3.1 Environmental Deliver on-ground wildlife movement February 2020 3 3 Completed Project Delivery solutions based on road kill hot spot prioritisation mapping to enhance road safety and reduce wild-life collisions.

Interpretation & Response: During the month of February 2020, post-installation monitoring of the virtual fences at Rosia Road, Park Ridge Road and Jimboomba was completed.

Print date 07/08/20 Page 43 Page 60 of 99 GR2 - Our waterways and waterbodies are healthy

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR2.1.1 Environmental Deliver Belivah Creek Restoration Plan April 2020 2 2 Completed Project Delivery projects as a key tributary to the Albert River to improve water quality and waterway health.

Interpretation & Response: This project is was completed in April 2020. All Belivah Creek Restoration project sites maintenance activities continued.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR2.2.1 Environmental Develop an Albert River Accessibility June 2020 3 3 Completed Planning, and Connectivity Plan to increase Policy and activation of the river and enhance Advice community connection with the river.

Interpretation & Response: During the second quarter of 2019/2020, the Albert River Accessibility and Connectivity Plan was presented and adopted by Council at its meeting of 29/10/2019 Minute No 177/2019. The project has been completed.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR2.3.1 Environmental Develop a Logan and Albert Rivers April 2020 3 3 Completed Planning, Fish Habitat Improvement Policy and Implementation Plan to prioritise fish Advice health and fish population enhancement projects.

Interpretation & Response: During the 2019/2020 financial year the Logan and Albert River Fish Habitat Enhancement and Implementation Plans were endorsed by Council at its meeting of 17 June 2020 Minute number: 64/2020, marking the successful completion of this project.

Completed milestones for this project include: a successful review of the Fish Habitat Assessment Report and findings to inform a Fish Habitat Enhancement Plan; development and consultation with key stakeholders of a 5 year Fish Habitat Improvement Implementation Plan; and completion of the 5 year Fish Habitat Improvement Implementation Plan which has been endorsed by Council.

This project utilized information obtained during the 2018/19 financial year when Council undertook an extensive investigation into river bathymetry, fish habitat, fish biomass and fish diversity of the Logan and Albert Rivers. The project delivered a large amount of scientific data. To fully review, interpret, prioritize and implement management practices arising from this project Council developed the Logan and Albert Rivers Fish Habitat Enhancement and Implementation Plans to guide the prioritisation and funding of on-ground actions and future riverine management that will improve the fish habitat values of the Logan and Albert Rivers.

A key part of this project involved an expert aquatic habitat panel who reviewed the results of the Logan and Albert River survey - which used the latest sonar technology to map the underwater habitat and fish abundance in the Logan and Albert Rivers. In consultation with the expert panel, researchers and community members, Council has developed the Logan and Albert Fish Habitat Enhancement Plan 2020-2035 and Implementation Plan to guide the improvement of fish habitat and active fisheries in the Logan and Albert Rivers, which have been successfully completed and endorsed by Council.

Print date 07/08/20 Page 44 Page 61 of 99 GR3 - We employ sustainable waste management and recycling practices

Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR3.1.1 Waste and Deliver a contract commencement June 2020 1 1 Completed Recyclables plan to the Health, Environment & Waste Manager to the Waste collection Contract to ensure a successful transition into the commencement of Council's new waste collection service.

Interpretation & Response: Quarter 4 Update The waste and recycling collection contract has been awarded and executed and Council has debriefed all tenderers. Meetings with the successful tenderer have been held to discuss the prepared commencement plan.

About To ensure a successful transition to a new waste and recycling collection service a commencement plan is needed to ensure all parties have prepared appropriately for the contract commencement in July 2021.

Actions A contract commencement plan has been prepared that includes the following components that must be addressed: Pre-Execution matters Operational matters Pre July 2021 Matters required by Contract general terms Matters required by contract service specification.

Outcome The commencement plan has been completed (DM# 13454946) and will be used to guide and manage the completion of tasks to ensure a successful contract commencement in July 2021.

Print date 07/08/20 Page 45 Page 62 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed GR3.1.2 Waste Deliver a report for Council June 2020 7 3 Undeliverable Disposal consideration on the evaluation of the regional waste disposal and resource recovery to inform future waste management planning.

Interpretation & Response: Quarter 4 Update The evaluation has reached a milestone in that it an interim shortlist of potential solutions has been 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.

About The following Councils established an alliance to request expressions of interest for future waste disposal and resource recovery services:

Logan City Council Ipswich City Council Redland City Council Lockyer Valley Regional Council Somerset Regional Council.

By exploring a combined sub-regional approach to waste management services, the councils may be able to identify waste management solutions that would not be available to each council individually.

Actions The expression of interest process seeks to determine the best services - for the sub-regional alliance, for a smaller group of councils or for individual councils. There are no preconceived ideas about what the services will look like or where they may be located. At the conclusion of the EoI process, Councils may choose to proceed with a further procurement process or discontinue the process.

Expressions of interest submitted have been undergoing evaluation through a series of evaluation gates against pre-determined evaluation criteria.

Outcome It is recommended that this project be moved to the next financial year to deliver the evaluation report for Council's consideration by October 2020. Subject to the decisions of Councils, further project staging and planning will be undertaken to progress this project.

Note: A status of Undeliverable means that the project will not be delivered this financial year.

Print date 07/08/20 Page 46 Page 63 of 99 Next Generation Governance (NG) NG1 - Our organisation uses innovation and technology to efficiently manage assets and deliver valuable services to our community and visitors

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG1.1.1 Customer Deliver the Corporate Website December 2019 2 2 Completed Experience Transformation Project to support Improvement Council in becoming a Smart City.

Interpretation & Response: The new Corporate website went live in December 2019 and is fully operational. The URL for Council's website is www.logan.qld.gov.au. Project Complete.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG1.1.2 Innovation Prepare a Council-wide Digital June 2020 3 3 Completed Strategies Strategy for Council consideration to support the City of Logan becoming a Smart City

Interpretation & Response: Council endorsed the Digital Strategy on 28 November 2019. This project is now complete.

NG1.2.1 - Percentage of development related Interpretation & Response: enquiries responded to within 24 hours COVID-19 has had a significant impact on the level of customer enquiries whereby we have seen a n 85% increase in requests. The increase in customer enquiries has been driven by the Government domestic building stimulus 100% package which was implemented to support the construction industry.

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% Jul19 Oct19 20 Jan Apr 20 20 Jun Sep Sep 19 Nov 19 20 Feb Aug Aug 19 Dec 19 20 Mar May 20 Target Lowest acceptable performance Actual

Print date 07/08/20 Page 47 Page 64 of 99 NG1.2.2 - Percentage of 'Construction Taskforce' customer Interpretation & Response: enquiries responded to within 24 hours The KPI was tracking above its target earlier in the year, however ability to maintain levels of service was severely impacted over the past 5 months due to COVID-19. Target = 90% The last three months has seen a continued improvement. 100%

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Print date 07/08/20 Page 48 Page 65 of 99 NG2 - We engage our residents, businesses and visitors to inform decisions that affect the future of the city

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG2.1.1 All Animal Care Complete the final stage of the November 2019 1 1 Completed Program 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.

Interpretation & Response: A Committee report was drafted following community engagement submissions. The Committee report will be submitted for the 22 January 2020, City Lifestyle Committee in the final stage of law amending process. This project is now complete

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG2.1.2 Engagement Deliver actions from the Community June 2020 1 1 Completed Support Engagement Strategy 2017-21 to set the framework for how Council engages meaningfully with the community.

Interpretation & Response: A review of the Community Engagement Strategy 2017-2021 was undertaken and a revised draft version has been endorsed by Council along with a draft Community Engagement Framework for community consultation.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG2.1.3 Media Create a Logan City Council media December 2019 4 1 Undeliverable Services/ and internal news portal to facilitate Corporate stronger communication channels with Communication the community.

Interpretation & Response: 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.

Print date 07/08/20 Page 49 Page 66 of 99 NG3 - We use responsible governance and establish strategic relationships in the management of assets and the delivery of services to the city

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.1 SAMMS Complete implementation of Phase 1 June 2020 1 1 Completed Project of the Strategic Asset Management Planning and and Maintenance Project (SAMMS) for Implementation Water Branches and commence rollout to all asset classes to support our transition to a next generation government.

Interpretation & Response: As at the end of the third quarter SAMMS Phase 1 Release 6 has been paused pending development of a business case through the SAMMS Transition Plan. The project completed close out up to the end of June 2020. A report was provided to City Governance Committee outlining achievements to date and an overview of the Transition Plan to end November 2020.

Print date 07/08/20 Page 50 Page 67 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.2 Tendering and Deliver an innovative tendering and June 2020 4 4 Completed Contracting contracting framework and delivery model that supports Logan City Council to be an innovative, dynamic, city of the future.

Interpretation & Response: Quarter 4 update Council's Procurement Model Review report was finalised.

About The purpose of the project is for Council to transform procurement at an enterprise level to unlock potential and position Council as a leader of excellence in procurement.

Actions A comprehensive review of the procurement current state was undertaken to provide a series of recommendations and actions for implementation. The key deliverables from this initial stage are a procurement model review report and 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 and engagement with the 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 and development a proposed future state.

Outcome The procurement model review blueprint sits alongside the procurement model review report and serves as a visual single point of reference intended to familiarise Council with the relationships, background, recommendations and actions from the review. The blueprint frames next steps for transformation and capability uplift (to be implemented in Stage Two of Council's Procurement Transformation project). Shifting to a strategic procurement model enables the development of a fully bespoke procurement function that reflects the complexity and requirements of Council. This 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. Ensuring that growth is achieved in a manner that benefits Council and the community. The strategic framework will aid in enabling innovation, flexibility and sustainability.

Print date 07/08/20 Page 51 Page 68 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.3 Branch Develop and implement a Governance March 2020 1 0 Undeliverable Management Framework to promote best practice for corporate governance.

Interpretation & Response: Good governance is necessary in local government to ensure the development and management of policy for the benefit of the community. Governance consists of the system and processes to ensure good rule in the local area according to the Local Government Principles which results in positive outcomes for the community and the use of appropriate accountability and decision making frameworks.

Logan City Council has a governance framework currently in place which is evidenced by the following:

• Corporate Plan 2017 to 2022 • Financial Sustainability Plan • Logan Planning Scheme • Strategic Planning and Performance Framework

These documents are then further supported by a number of strategies under each of the Corporate Priorities of Quality Lifestyle, Economic Transformation, Green and Renewable, Conveniently Connected, Image and Identity and Next Generation Governance.

Council's induction and on-boarding processes, internal controls, systems and processes as well as internal and external audit ensure that all Council employs good governance.

Council needs to develop a Framework document for governance, a Governance Framework, to ensure best practice. The Framework is a document which outlines Council's existing governance practices. It provides an overview of these practices for ease of understanding by the community and all stakeholders. The lack of a Governance Framework document does not mean that Council has a lack of good governance.

As at May 2019, plans had already been made for Council's Operational Plan for the 2019/2020 financial year and the consequential business plans to support it. However, at this time, resources had to be diverted from Branch Business Plans to other projects as a result of Council being placed into Administration in May 2019. These other projects are outlined in the Interim Administrator's Transition to Council Plan, 9 out of 13 impacted on the Corporate Governance Branch and were in addition to the usual work of the Governance Branch.

The effect of this was that budgets and resources were reallocated from business plan projects to the Transition to Council Plan projects. This task was to be funded from the Corporate Governance recurrent budget. Due to resourcing constraints, this task was outsourced. However, all resources were realigned to the Transition to Council Plan when Council was placed into administration on 2 May 2019. This framework was not managed as a project and as a result there is no project management methodology or associated schedules for this task.

The development of the Governance Framework is currently in progress with a draft being progressed. However, to allow engagement with Councillors as to the direction and shape of the Governance Framework and to obtain the necessary approvals through Council's Executive Leadership Team, the City Governance Committee and Council, it will not be complete by 30 June 2020.

It is recommended that this project be moved to the next financial year for delivery with a target date of June 2021.

Note: A status of Undeliverable means that the project will not be completed this financial year.

Print date 07/08/20 Page 52 Page 69 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.4 Branch Develop and implement a compliance March 2020 1 0 Undeliverable Management management system to ensure effective and accountable governance.

Interpretation & Response: An internal audit performed in 2019 found that Council's approach to the identification and management of corporate compliance obligations is ad-hoc in nature. It was noted that Council does not have a formalised corporate compliance framework which articulates its policy position, procedures for the identification and management of corporate compliance obligations, roles and responsibilities, monitoring and escalation of non-conformances/breaches.

As a result, Council sought to develop a framework which was compliant with ISO 19600:2015 Compliance Management Systems (ISO 19600) to assist Council to identify and manage its corporate obligations. Shortly after this work commenced, a review was undertaken of Council's risk framework, reporting and governance responsibilities. It was identified that organisational maturity around risk and governance with an end-to-end risk framework and process could be improved. As a result, these projects were combined and work progressed on reviewing current documents and consultation with key stakeholders. As the Compliance Framework supports the Risk Management Framework, it was essential that the risk framework be reviewed and revised first.

This task is to be funded from the Corporate Governance recurrent budget. Due to resourcing constraints, this task was outsourced. Work on this task was placed on hold when Council commenced its business continuity planning due to Covid-19 due to resourcing constraints.

The development of the Compliance Framework is currently in progress with further consultation anticipated to take place in August and September 2020. However, to allow engagement with the business as to the direction and shape of the Compliance Framework and to obtain the necessary approvals through Council's Executive Leadership Team it will not be complete by 30 June 2020.

It is recommended that this project be moved to the next financial year for delivery with a target date of June 2021.

Note: A status of Undeliverable means that the project will not be completed this financial year.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.5 Implement and obtain Quality June 2020 0 0 Undeliverable Management System ISO9001:2013 certification to demonstrate Council's excellence in its delivery of products and services of its plant and fleet.

Interpretation & Response: 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 such as the 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.

Identification of appropriate providers of audit and accreditation services has proved time consuming and difficult as no appropriate providers available through Council's Local Buy arrangement.

The 2019/2020 Budget timetable has been released early which will require considerable resources to be applied to service enhancements and capital replacement consultation with other branches.

Note: A status of Undeliverable means that the project will not be delivered this financial year.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.1.6 SAMMS Implement Phase One of the Strategic September 2019 1 1 Completed Project Asset Management and Maintenance Planning and System (SAMMS) for nominated asset Implementation classes and associated supporting services to support our transition to a next-generation government body.

Interpretation & Response: SAMMS Phase One Water - Release 5 went live on 13 August 2018 and successfully implemented a works order management system to Logan water Operations water Maintenance and Water Project areas. The project team provided warranty support onsite to the Water Operations team until 13 September 2019. All Water Operations Network Maintenance Crews (in the field) are now using the TechnologyOne system.

Print date 07/08/20 Page 53 Page 70 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.2.1 Delivery of Deliver the Annual Action Plan June 2020 4 4 Completed Council's 2019/2020 to guide Advocacy Advocacy Program priorities and activities for the Strategy and 2019/2020 financial year. supporting Action Plan

Interpretation & Response: Work is progressing on the development of the new Advocacy Strategy, receiving endorsement from ELT in June 2020. Once in place, the strategy will guide future activities going forward. Coordinating grant submissions arising from Covid-19 has also been a focus during this period.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG3.3.1 City Animal & Deliver the 2018-2022 City of Logan June 2020 8 8 Completed Plant Biosecurity Plan to manage invasive Biosecurity pests, plants and animals across the city.

Interpretation & Response: This project is currently running on track for the fourth quarter.

NG3.3.2 - Percentage of animal and plant customer requests Interpretation & Response: first responded to within two business days 313 requests received animal and plant customer requests were received this financial year. 295 (94%) requests were responded to within the target time frame. This is Target = 95% 100% slightly below the target (95%) but within acceptable target limits.

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Print date 07/08/20 Page 54 Page 71 of 99 NG4 - Our people deliver excellent service to customers and the community

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG4.1.1 People Plan Deliver priority actions for the June 2020 12 12 Completed 2018 - 2021 2019/2020 financial year from the People Plan 2018-2021 to ensure Council continues to attract, develop and retain a valued and skilled workforce.

Interpretation & Response: Quarter 4 update As at the end of quarter 4, the following has been completed for this project for the financial year: Organisational architecture - Internal capability uplift in organisational architecture design Organisational architecture - Review of Executive Leadership Team roles to inform organisational wide design and other upcoming People Plan projects LCC Leadership and Performance Capability Framework Review - Draft framework prepared considering organisational architecture principles LCC Leadership and Performance Capability Framework Review - Supplementary draft framework prepared for Logan City Councillors Leadership Development - Delivery of foundational leadership development program - Leadership Exploration and Acceleration Program (LEAP) to Council's most senior 100 leaders Change Management - Confirmed Prosci methodology as the most suitable change framework for LCC Change Leadership - Commenced internal applied capability uplift of Prosci change management methodology Culture and Engagement - Sourced market leading engagement tool Culture and Engagement - Utilised tool to manage staff engagement during COVID-19 Safety Culture Action Plan - Revised draft strategy completed, now known as the 3 Year Health and Safety Strategy Wellness Strategy - Strategy scope endorsed by the Executive Leadership Team for implementation post COVID-19 Diversity and Inclusion - Benchmarking of industry relevant best practice and commencement of analysis to identify LCC's current state

About The People Plan outlines Council's people goals for building and sustaining a workforce and workplace where each and every person is supported, developed, and empowered to do the best job they can in delivering service excellence and being innovative in how we deliver services to our community. It comprises 16 key people projects.

Actions A range of initiatives (as shown) have been commenced this year across nine key projects, ensuring that each is grounded in robust research and stakeholder consultation. Each project is interconnected with the others to deliver positive outcomes that are sustainable.

Outcome Effective completion of the People Plan projects will deliver a skilled, resilient and engaged workforce that takes accountability for high levels of performance and being innovate to enable Logan City Council to deliver the City Vision as identified in the Corporate Plan 2017-2022.

Print date 07/08/20 Page 55 Page 72 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG4.1.2 A Great Place Implement actions to achieve Council June 2020 0 0 Not to Work accreditation as a White Ribbon Proceeding Accredited organisation to ensure a safe and respectful workplace.

Interpretation & Response: A council decision was made in the first quarter to remove this project from the Operational Plan.

After careful review, 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.

NG4.1.3 - Average monthly customer Interpretation & Response: wait time for telephone queues Council's average wait times were 22, 30 and 36 seconds respectively for April, May and June 2020. Results for all three months in the quarter were within the 60 acceptable performance range against the target of 45 seconds.

50 Target = Under 45 seconds Note: Performance below the target line is 'good'. This is a reverse graph. 40

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NG4.1.4 - Average monthly customer satisfaction Interpretation & Response: rating to monitor and identify The generation of customer satisfaction data will always be one month in arrears as the process includes distribution, return receipt and analysis of customer satisfaction 6 opportunities to improve our customer service surveys from the previous month. Due to the COVID-19 situation, monthly customer satisfaction surveying was suspended for the month of March resulting in no 5 Target = 4 out of 5 customer satisfaction reporting data for March 2020. For the months of April and May 2020, customer satisfaction was at 4.88 and 4.63. This exceeded the target of 4.0 in 4 these months.

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Print date 07/08/20 Page 56 Page 73 of 99 NG5 - We are building our resilience and recovery in the event of disasters

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG5.1.1 Business Deliver disaster management system June 2020 2 2 Completed Efficiency and and process upgrades to enhance Resilience Council's capability to respond to disaster events.

Interpretation & Response: Guardian Control will remain the preferred software for LCC. Developers are continuing work on Guardian IMS. Development of IMS Guardian will continue to be monitored.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG5.1.2 Prevention Deliver an updated hazard and risk June 2020 4 4 Completed profile for the City to improve Disaster Management capabilities.

Interpretation & Response: Community Profiling The first phase of the Community Profiling project has been completed. Community profiles have been developed by Division. The profiles include the following information: Population, land area and population density per division Key Demographics including age, language spoken at home, need for assistance and information relating to internet connectivity Human-social characteristics which describes information on community infrastructure, evacuation centre and recovery hub locations, traditional ownership, heritage sites and education Economic characteristics which describes employment status, primary industry sectors of employment and types of occupations Infrastructure Characteristics which describes critical infrastructure within the division where applicable Environment characteristics which includes overlays to support environmental recovery within the contexts of the natural environment (including national and start parks and forests, vegetation offset sites, and habitats of protected/threatened species) and public health (including immunisation clinic locations and food licence businesses).

Phase 2 of the community profiling project will include community hazard and risk mapping, identification of sites of cultural significance, homeless mapping and capturing community perceived risks where possible.

Community Engagement The Get Ready QLD program of work has been delivered in accordance with the 2019/20 guidelines and the acquittal is currently being completed.

Activities that were undertaken in the past quarter include: Shopping centre advertising Mobile truck billboard Chalk stencils Google Display ads Radio advertising on Rebel FM and translated adverts on 4EB ethnic community radio station Newspaper ads and Our Logan magazine articles Social media messaging and engagement via Facebook polls Partnership with QFES to promote House Fire messaging

Print date 07/08/20 Page 57 Page 74 of 99 Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG5.1.3 Preparedness Deliver the annual review of the Local September 2019 3 3 Completed Disaster Management Plan to ensure policies, practices and operational procedures align with agencies and identify opportunities for continuous improvement.

Interpretation & Response: Reviewed sub plans were re-endorsed by the LDMG on 28 August 2019. These include: Spontaneous Volunteers Sub Plan Utilities Sub Plan Transport Disaster Response Sub Plan Impact Assessment Sub Plan Flood Sub Plan Counter-Terrorism Sub Plan Heatwave Sub Plan Severe Weather Sub Plan Fire Sub Plan Tsunami Sub Plan Hazardous Materials Sub Plan Evacuation Sub Plan Community Information & Warnings Sub Plan Rapid Response Sub Plan Recovery Sub Plan Local Disaster Management Plan

This project is now complete.

Corp Service Project Target Milestones Milestones Status Plan Planned Completed NG5.2.1 Floodplain Deliver the Logan and Albert Rivers May 2020 3 2 Undeliverable Management flood study to prepare for a floodplain risk management study and further our resilience and recovery in the event of disasters.

Interpretation & Response: About The Logan Albert Rivers flood study is a comprehensive update of our critical flood data for the city's riverine systems. It has involved the development of calibrated flood models based on best-practise rainfall estimation and modelling techniques. The study will provide updated flood levels to inform-land use planning and development, disaster management and infrastructure planning. The benefits of the study include the delivery of flood resilient infrastructure, and an informed and prepared community,

Milestones achieved Draft final flood modelling and reporting delivered Third party peer review in progress

Milestones outstanding Deliver the Logan and Albert River Flood Study

The implications in terms of potential changes to flood levels are critical matters and needed additional peer reviews of a complex flood model. A technical expert was engaged to provide an independent review and additional peer review 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.

It is recommended that this project be included into the next financial year's Operational Plan with a target date of December 2020, to track the delivery of remaining actions.

Note: A status of Undeliverable means that the project will not be completed this financial year.

Print date 07/08/20 Page 58 Page 75 of 99 CITY GOVERNANCE 18 AUGUST 2020

5.1 Covering Report Refer to Confidential Agenda in accordance with Section 275 (1) (h) of the Local Government Regulation 2012 WRITE OFF SUNDRY DEBTOR 146618

REPORT OF: Finance Manager

REPORT OVERVIEW

EXECUTIVE SUMMARY To consider a report to write off a sundry debt. Criteria: Direction - It requires Council to make a decision of a strategic nature; or Council has specifically requested it CORPORATE PLAN PRIORITY Next Generation Governance Submitted under separate cover is confidential documentation relating to the above matter. This documentation is considered confidential due to the following reason: "The report contains private financial information."

RECOMMENDATIONS

IT IS RECOMMENDED:- For consideration.

REPORT DETAILS

INTERESTED PARTIES Not applicable. PURPOSE OF REPORT/BACKGROUND This information is confidential and is included in the confidential attachments to this report. ANY PREVIOUS COUNCIL DECISIONS Not applicable. FINANCIAL/RESOURCE IMPLICATIONS Not applicable. RISK MANAGEMENT IMPLICATIONS Not applicable. LEGAL/POLICY Not applicable.

Report Page 1 of 2 Page 76 of 99 CITY GOVERNANCE 18 AUGUST 2020

COMMUNITY AND OTHER CONSULTATION Not applicable. CONCLUSION For consideration.

ATTACHMENTS TABLE

No Attachments.

Report Page 2 of 2 Page 77 of 99 CITY GOVERNANCE 18 AUGUST 2020

6.1 Covering Report Refer to Confidential Agenda in accordance with Section 275 (1) (e) and (h) of the Local Government Regulation 2012 LOGAN CENTRAL PRECINCT - PROPERTY CONSIDERATIONS

REPORT OF: Administration Manager

REPORT OVERVIEW

EXECUTIVE SUMMARY This report seeks direction from Council regarding acquisition and disposal opportunities for properties in the Logan Central precinct. Criteria: Direction - It requires Council to make a decision of a strategic nature; or Council has specifically requested it CORPORATE PLAN PRIORITY Economic Transformation Submitted under separate cover is confidential documentation relating to the above matter. This documentation is considered confidential due to the following reason: "The report includes information that is commercial-in-confidence and relates to contracts proposed to be made by Council."

RECOMMENDATIONS

IT IS RECOMMENDED: For consideration.

REPORT DETAILS

INTERESTED PARTIES This information is confidential and is included in the confidential attachments to this report. PURPOSE OF REPORT/BACKGROUND This information is confidential and is included in the confidential attachments to this report. ANY PREVIOUS COUNCIL DECISIONS This information is confidential and is included in the confidential attachments to this report. FINANCIAL/RESOURCE IMPLICATIONS This information is confidential and is included in the confidential attachments to this report. RISK MANAGEMENT IMPLICATIONS This information is confidential and is included in the confidential attachments to this report.

Report Page 1 of 2 Page 78 of 99 CITY GOVERNANCE 18 AUGUST 2020

LEGAL/POLICY This information is confidential and is included in the confidential attachments to this report. COMMUNITY AND OTHER CONSULTATION This information is confidential and is included in the confidential attachments to this report. CONCLUSION This information is confidential and is included in the confidential attachments to this report.

ATTACHMENTS TABLE

This information is confidential and is included in the confidential attachments to this report.

Report Page 2 of 2 Page 79 of 99 CITY GOVERNANCE 18 AUGUST 2020

6.2 Covering Report Refer to Confidential Agenda in accordance with Section 275 (1) (h) of the Local Government Regulation 2012 MANAGEMENT OF COUNCIL'S RESIDENTIAL PROPERTY PORTFOLIO

REPORT OF: Administration Manager

REPORT OVERVIEW

EXECUTIVE SUMMARY This report seeks direction from Council as to how the residential property portfolio should be managed into the future. Criteria: Direction - It requires Council to make a decision of a strategic nature; or Council has specifically requested it CORPORATE PLAN PRIORITY Next Generation Governance Submitted under separate cover is confidential documentation relating to the above matter. This documentation is considered confidential due to the following reason: "The confidential attachments include financial information that is considered commercial-in-confidence."

RECOMMENDATIONS

IT IS RECOMMENDED:- 1. That an external property manager be appointed to manage Council's portfolio of residential properties. 2. That the amended 'Rental of Residential Properties Owned by Council' Policy, as attached to the report of the Administration Manager dated 18 August 2020, be adopted. 3. That the Corporate Governance Manager be requested to update Council's Policy Register in accordance with Clause 2 above. 4. That, following the appointment of the external property manager in accordance with Clause 1 above, all rent items regarding Council’s portfolio of residential properties be removed from the Schedule of Fees and Charges. 5. That, at the discretion of the Administration Manager, the Corporate Governance Manager be requested to place the confidential report of the Administration Manager dated 18 August 2020 and associated attachments into the public records.

REPORT DETAILS

INTERESTED PARTIES This information is confidential and is included in the confidential attachments to this report.

Report Page 1 of 5 Page 80 of 99 CITY GOVERNANCE 18 AUGUST 2020

PURPOSE OF REPORT/BACKGROUND Council manages a portfolio of residential properties. Administration Branch currently has 11 properties under its management. Since the Committee of the Whole meeting in April 2018, the portfolio of residential properties has decreased, through strategic sales, demolition of a number of properties which had reached the end of their useful life and through the ending of caretaker arrangements at a number of properties. The Sport, Leisure and Facilities branch currently has the Nerida Street residential units under its management. The land parcel on which those units are located also has a community centre. That community centre is reaching the end of its useful life and the Sport Leisure and Facilities branch will be presenting options to Council around the future use of that site. To avoid any disruption to the occupants of the residential units at Nerida Street, it is proposed that the current management arrangements through the Sport, Leisure and Facilities Branch continue. As future properties that contain residential properties are acquired by Council, at the time of acquisition, there is an assessment as to whether the property should be made available for rental until required for its future intended use. This assessment takes into account the possible rent that would be received from that property, as opposed to the holding costs of it. A condition report is obtained as part of due diligence on the acquisition, to inform decision-making regarding the likely costs for the property. If having regard to those factors, the Manager responsible for acquisition of the property considers that the property is suitable for rental, the Corporate Property Program will be requested to oversee that tenancy, through the residential property manager. Appointment of Residential Property Manager The likely costs to be incurred by Council in having the portfolio managed by a residential property manager are estimated to be approximately $15,000 per annum (plus GST) for commission, administration costs and letting fees. That does not include maintenance costs that would continue to be incurred in respect of property. Maintenance and capital costs have already been provided for in the budget. For the purposes of the Regulation, the entry into a contract with the residential property manager would comprise a medium-sized contractual arrangement as it is expected to be worth $15,000 (+GST) or more but less than $200,000 (+GST) over the proposed term of the contractual arrangement (3 years). The default position under the Regulation is that a local government cannot, unless one of the exceptions in sections 230 to 235 of the Regulation apply, enter into a medium-sized contractual arrangement unless they first invite written quotes. The Corporate Property Program has undertaken that process already and is in a position to appoint a residential property manager promptly should this approach continued to be supported by Council. It is considered that the appointment of a residential property manager, with specialist experience in administration of residential tenancy agreements and who is appropriately qualified to conduct the inspections, manage the maintenance requests and provide comprehensive reporting to Council will ensure Council’s residential portfolio is managed to a high standard. The $15,000 per annum (plus GST) cost is considered reasonable and will then allow internal resources in the Corporate Property program to be able to focus on delivery of other corporate priorities, including support of the property acquisitions associated with the capital infrastructure projects and management of the telecommunications leasing portfolio (which yields approximately $1 million in revenue each year).

Report Page 2 of 5 Page 81 of 99 CITY GOVERNANCE 18 AUGUST 2020

Proposed Management Arrangements with Residential Property Manager If a residential property manager is appointed, it is proposed that any properties will be: 1. offered to the market by the residential property manager; 2. tenanted on the basis of a General Tenancy Agreement under the Residential Tenancies and Rooming Accommodation Act 2008 (Qld) with minimum terms and conditions as follows: Rent To be determined by the market. Council will be informed as to market rent by the residential property manager. Termination Right Agreement may be terminated by Council on no less than 60 days' notice in writing in the event that the property:  is required for the purpose for which it was initially purchased; or

 reaches a condition where it is no longer fit for a tenant to live in.

Repairs and Maintenance  Council will be responsible for: o repairs and maintenance of property as required of the lessor by the General Tenancy Agreement; and o annual pest control and termite inspections.

 The tenant is to be responsible for repairs and maintenance of the property, as required of the tenant by the General Tenancy Agreement. Insurances Council will insure the buildings. The tenant is to be responsible for any insurance in respect of contents of the property.

Amendment of Council Policy To give effect to the proposed management of the residential properties as outlined in this report, amendments to the current 'Rental of Residential Properties Owned by Council' Policy are required. The amended policy as attached to this report specifies: 1. that the management of Council’s residential property portfolio be outsourced to a residential property manager; 2. the services which the residential property manager is to provide to Council; 3. the basis on which properties will be offered for rent; and 4. the roles and responsibilities of various branches across Council in respect of the portfolio. ANY PREVIOUS COUNCIL DECISIONS During the 2017/2018 budget deliberations, the Committee of the Whole requested: That the Acting Administration Manager be requested to prepare a report for a future City Treasury Committee investigating the feasibility of the rental properties being managed by real estate agencies and market rental fees being charged to tenants.

Report Page 3 of 5 Page 82 of 99 CITY GOVERNANCE 18 AUGUST 2020

A report was subsequently presented to the Executive Leadership Team, whose recommendations were then endorsed by the Committee of the Whole at its meeting of 18 April 2018 as follows: 1. That Council outsource the property management of Council owned residential properties, with the exception of caretaker residences, to a private property management company. 2. That the Administration Manager be requested to prepare a report to a future City Treasury Committee to amend Council’s ‘Rental of Residential Properties Owned by Council’ Policy (Doc Id: 5964356) to allow outsourcing as described in clause 1 above. 3. That should Council approve the amendment of the policy as described in Clause 2, the Administration Manager be requested to negotiate to appoint an appropriate property management service and execute all documents in relation to effecting clause 1 above. 4. That the Administration Manager be requested to prepare a report to a future City Treasury Committee to seek approval of a formal policy for the management of Council’s caretaker residences. FINANCIAL/RESOURCE IMPLICATIONS This information is confidential and is included in the confidential attachments to this report. RISK MANAGEMENT IMPLICATIONS This information is confidential and is included in the confidential attachments to this report. LEGAL/POLICY This information is confidential and is included in the confidential attachments to this report. COMMUNITY AND OTHER CONSULTATION External Consultation Existing tenants It is proposed that the existing tenants of the properties will be advised prior to the transfer of the management arrangements from Council to the residential property manager. Residential property managers A number of residential property managers have been consulted during the request for quotation process undertaken by the Corporate Property Program. Internal Consultation Community Services Branch The Community Services branch were consulted in the preparation of this report. Corporate Procurement Program - The Corporate Procurement program were consulted Administration Branch in the preparation of this report. Finance Branch The Finance branch were consulted in the preparation of this report. Corporate Governance Branch The Corporate Governance branch were consulted in the preparation of this report.

Report Page 4 of 5 Page 83 of 99 CITY GOVERNANCE 18 AUGUST 2020

Health, Environment and Waste Branch The Health Environment and Waste branch have provided support for the intent of the policy and the proposed outsourcing of the residential property portfolio. Parks Branch The Parks branch have provided support for the intent of the report and the proposed policy. Sport, Leisure and Facilities Branch The Sport, Leisure and Facilities branch have provided input into the preparation of this report. CONCLUSION In prioritising Council’s budget and resources, it is considered that outsourcing of management of the residential property portfolio will provide specialist management on behalf of Council, to ensure that tenants are appropriately supported and that Council has appropriate advice regarding rights and obligations, statutory compliance and a robust inspection and reporting regime.

ATTACHMENTS TABLE

Amended 'Rental of Residential Properties Owned by Council' Policy.

Report Page 5 of 5 Page 84 of 99 Document #: 13860831 POLICY

Date adopted: File no: 128734-1 Minute number:

Policy title: RENTAL OF RESIDENTIAL PROPERTIES OWNED BY COUNCIL Directorate: ORGANISATIONAL SERVICES Branch: ADMINISTRATION Policy objective: To outline how Council’s residential property portfolio will be managed.

Policy scope: This policy applies to all residential properties owned by Council which are to be offered for rental.

Definitions: Residential properties A council owned property which includes a dwelling which is suitable for residential occupation by a household, but specifically excluding the pensioner units owned by Council in Nerida Street, Rochedale South.

Not applicable.

Policy statement: 1. Residential properties owned by Council may, having regard to their future intended use, state of condition and repair and likely ongoing maintenance costs, be offered for rent. 2. Management of Council's residential property portfolio will be outsourced to an appropriately qualified residential property manager who will be appointed through a request for quotation process consistent with the requirements of the Local Government Regulation 2012 (Qld). 3. The residential property manager will be required to provide services to Council including the following: a. quarterly routine inspections of each property to ensure compliance with tenancy obligations; b. management of maintenance and repair for the properties, under strict financial controls to ensure compliance with Council’s governance and procurement requirements; c. the provision of timely advice regarding any changes to Council’s obligations as landlord, including statutory requirements; d. quarterly written reports to Council outlining: i. the current position with respect to payment of rent and other charges; ii. the outcome of property inspections; iii. future maintenance and repair requirements including associated costs; and

Last printed 4/08/2020 2:51:00 PM Refer to the electronic document to ensure you have the latest version of this document. Page 85 of 99 RENTAL OF PROPERTIES OWNED BY THE COUNCIL 2

iv. other relevant matters for Council’s consideration; e. an annual report to assist in the Council budgeting process, to be delivered no later than the end of December each year providing: i. the proposed market rent for the next financial year; and ii. an estimate of costs to be incurred by Council in respect of each property for the next financial year (eg maintenance, statutory obligations). 4. All tenancies of residential properties owned by Council will be: a. offered to the market by the residential property manager; b. on the basis of a General Tenancy Agreement under the Residential Tenancies and Rooming Accommodation Act 2008 (Qld) with minimum terms and conditions as follows: Rent To be determined by the market. Council will be informed as to market rent by the residential property manager. Termination Right Agreement may be terminated by Council on no less than 60 days' notice in writing in the event that the property:  is required for the purpose for which it was initially purchased; or  reaches a condition where it is no longer fit for a tenant to live in. Repairs and  Council will be responsible for: Maintenance o repairs and maintenance of property as required of the lessor by the General Tenancy Agreement; and o annual pest control and termite inspections.  The tenant is to be responsible for repairs and maintenance of the property, as required of the tenant by the General Tenancy Agreement. Insurances Council will insure the building. The tenant is to be responsible for any insurance in respect of contents of the property.

5. During any residential tenancy of a property owned by Council: a. the branch for who the property was acquired will: i. hold the land and any improvements on the financial asset register; ii. be responsible for all decision-making as to whether the property remains tenanted or is to be made available for its future intended use; b. the Administration Branch (Corporate Property Program) will: i. be responsible for management of the relationship with the residential property manager;

Page 86 of 99 RENTAL OF PROPERTIES OWNED BY THE COUNCIL 3

ii. coordinate and provide advice to the branch for who the property was acquired to obtain instructions regarding renewal or termination of the tenancies; c. the income received from each property will be allocated toward payment of: i. maintenance and repair costs; ii. capital replacement costs; iii. the residential property manager; iv. internal rates, water and waste charges; v. depreciation; vi. legal and valuation costs (if required); and vii. any other costs directly related to the ownership of those properties, with any surplus funds to be transferred to the income reserve from which the property was purchased, to contribute to future unplanned costs associated with residential properties. Related policies/legislation/other documents: DOC ID DOCUMENT TYPE DOCUMENT NAME - Legislation Residential Tenancies and Rooming Accommodation Act 2008

Page 87 of 99 Document #: 596435613860831 POLICY

Date adopted: 30/05/2017 File no: 128734-1 Minute number: 148/2017

Policy title: RENTAL OF RESIDENTIAL PROPERTIES OWNED BY COUNCIL Directorate: ORGANISATIONAL SERVICES Branch: ADMINISTRATION Policy objective: To outline how provide guidelines for the tenancy and rental of the Council’s residential property portfolio will be managedto employees of the Council and other tenants.

Policy scope: Preference is given to employees of the Council for the rental of properties owned by the Council.This policy applies to all residential properties owned by Council which are to be offered for rental.

Definitions: Residential properties A council owned property which includes a dwelling which is suitable for residential occupation by a household, but specifically excluding the pensioner units owned by Council in Nerida Street, Rochedale South.

Not applicable.

Policy statement: 1. Residential properties owned by Council may, having regard to their future intended use, state of condition and repair and likely ongoing maintenance costs, be offered for rent. 2. Management of Council's residential property portfolio will be outsourced to an appropriately qualified residential property manager who will be appointed through a request for quotation process consistent with the requirements of the Local Government Regulation 2012 (Qld). 3. The residential property manager will be required to provide services to Council including the following:

a. quarterly routine inspections of each property to ensure compliance with tenancy Formatted: LCCOutline1, Space After: 4 pt obligations; Formatted: Font color: Auto b. management of maintenance and repair for the properties, under strict financial controls to ensure compliance with Council’s governance and procurement requirements; c. the provision of timely advice regarding any changes to Council’s obligations as landlord, including statutory requirements; d. quarterly written reports to Council outlining:

Last printed 4/08/2020 2:51:00 PM15/11/2017 2:25:00 PM Refer to the electronic document to ensure you have the latest version of this document.

Page 88 of 99 RENTAL OF PROPERTIES OWNED BY THE COUNCIL 2

i. the current position with respect to payment of rent and other charges; Formatted: LCCOutline1, Space After: 4 pt ii. the outcome of property inspections; iii. future maintenance and repair requirements including associated costs; and iv. other relevant matters for Council’s consideration;

e. an annual report to assist in the Council budgeting process, to be delivered no later Formatted: LCCOutline1, Space After: 4 pt than the end of December each year providing: Formatted: Font color: Auto i. the proposed market rent for the next financial year; and Formatted: LCCOutline1, Space After: 4 pt ii. an estimate of costs to be incurred by Council in respect of each property for the next financial year (eg maintenance, statutory obligations). 4. All tenancies of residential properties owned by Council will be:

a. offered to the market by the residential property manager; Formatted b. on the basis of a General Tenancy Agreement under the Residential Tenancies and Rooming Accommodation Act 2008 (Qld) with minimum terms and conditions as follows: Rent To be determined by the market. Council will be informed as to market rent by the residential property manager. Termination Right Agreement may be terminated by Council on no less than 60 days' notice in writing in the event that the property:  is required for the purpose for which it was initially purchased; or  reaches a condition where it is no longer fit for a tenant to live in. Repairs and  Council will be responsible for: Maintenance o repairs and maintenance of property as required of the lessor by the General Tenancy Agreement; and o annual pest control and termite inspections.  The tenant is to be responsible for repairs and maintenance of the property, as required of the tenant by the General Tenancy Agreement. Insurances Council will insure the building. The tenant is to be responsible for any insurance in respect of contents of the property.

Formatted: Indent: Left: 1.27 cm, No bullets or 5. During any residential tenancy of a property owned by Council: numbering a. the branch for who the property was acquired will: Formatted: LCCOutline1, None, Indent: Hanging: 1.27 cm, Space After: 4 pt i. hold the land and any improvements on the financial asset register; Formatted: LCCOutline1, None, Space After: 4 pt ii. be responsible for all decision-making as to whether the property remains Formatted: LCCOutline1, None, Space After: 4 pt tenanted or is to be made available for its future intended use;

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b. the Administration Branch (Corporate Property Program) will: Formatted: LCCOutline1, None, Space After: 4 pt i. be responsible for management of the relationship with the residential Formatted: LCCOutline1, None, Space After: 4 pt property manager; ii. coordinate and provide advice to the branch for who the property was acquired to obtain instructions regarding renewal or termination of the tenancies;

c. the income received from each property will be allocated toward payment of: Formatted: LCCOutline1, None, Space After: 4 pt i. maintenance and repair costs; Formatted: LCCOutline1, None, Space After: 4 pt ii. capital replacement costs; iii. the residential property manager; iv. internal rates, water and waste charges; v. depreciation; vi. legal and valuation costs (if required); and vii. any other costs directly related to the ownership of those properties,

with any surplus funds to be transferred to the income reserve from which Formatted: LCCOutline1, None, Indent: Left: 2.54 cm, the property was purchased, to contribute to future unplanned costs associated with Space After: 4 pt, No bullets or numbering residential properties. Formatted: Not Highlight 1. Council acquires properties with residential dwellings which may serve as a caretaker function and are regarded as long-term assets whereas residential dwellings on land acquired for infrastructure purposes are regarded as short-term assets. 2. Council's residential rental properties will be managed in accordance with The Queensland Residential Tenancies Authority General Tenancy Agreement. 3. The Corporate Property Program Leader will liaise with Council's Community Services branch to determine whether any Council dwelling property that may become available is suitable for a community purpose. Suitability of the dwelling for community use will be determined by land use designation, condition, accessibility and future development opportunities by Council. 4. If the dwelling is to be used for community purposes, the Sport, Leisure and Facilities branch will assume asset management responsibility for the dwelling until the termination of the activity. 5. Tenancies associated with properties identified as being tenanted by a casual caretaker engaged in a primary or secondary employment position shall be managed in accordance with this policy. 6. Tenancies associated with properties identified as being tenanted by a caretaker of a community venue and where accommodation is provided as part of the caretaker's employment shall be managed in accordance with this policy.

Page 90 of 99 RENTAL OF PROPERTIES OWNED BY THE COUNCIL 4

7. The following procedure is to be undertaken for this policy: (a) Casual caretaker (i) Subject to section 5 of this policy, the relevant asset custodian branch will prepare the necessary requests for approval of a casual caretaker position, position description, role statement and draft advertisement and submit to the Employee Relations Program Leader, People and Culture branch for review and sign-off. The Corporate Property Program Leader will include the invitation for applications for the casual caretaker position in the same advertisement as that inviting application for the general tenancy of the property. (ii) Casual caretakers will participate in a formal performance review process three (3) to four (4) months prior to the annual lease renewals and renewal of the tenancy agreement will be subject to satisfactory performance in the caretaker role. (b) General (i) Any dwelling property, excluding a property identified in section 6 of this policy, which becomes vacant and available for rent shall be initially advertised internally to Council staff for a period of fourteen (14) days, with the view to offering permanent Council employees the opportunity to tenant the property at the approved rental. (ii) Similarly, any property acquired by the Council and available for rent shall be advertised internally in the same manner as outlined in section 9 of this policy. (iii) Should no interest be shown by an employee of the Council within the fourteen (14) day period, the property may then be placed in the hands of a suitable local real estate agent for the purpose of locating a private tenant and letting the property. On-going management of the property and collection of rents will nonetheless remain with the Council. (iv) In the case of Council employees, rent payments are to be made by payroll deduction. All Council employees and non-Council employees will be charged a bond equivalent to four (4) weeks rent which will be lodged with the Residential Tenancies Authority. (v) If the rent is $400 per week or more, rent will be required to be paid 4 weeks in advance. All other properties will be required to be paid 2 weeks in advance. (vi) In the case of Council employees, the tenancy agreement for the property shall include a suitable clause allowing the Council to terminate the tenancy should the tenant cease to be employed by the Logan City Council and the required notice period shall be given in accordance with the requirements of the Residential Tenancies and Rooming Accommodation Act 2008. (vii) In all tenancies, the tenancy agreement for the property shall include a suitable clause requiring the tenant to obtain contents insurance for their own insurable chattels and possessions. (viii) All tenancy agreements will comply with the statutory provisions of the Residential Tenancies and Rooming Accommodation Act 2008.

Page 91 of 99 RENTAL OF PROPERTIES OWNED BY THE COUNCIL 5

(ix) All rents charged for the Council’s dwelling properties will be adopted by the Council in the annual budget deliberations each year, and included in the annual Schedule of Commercial and Other Charges. Rents charged for new properties acquired during a financial year will be set by authority under Council's delegation of authority titled "Determination of Commercial and Other Charges". Rents charged for properties that become vacant during a financial year may be reviewed under Council's delegation of authority titled "Determination of Commercial and Other Charges" in order to achieve market relativity. Nil rent is applicable for those dwelling properties tenanted by caretakers of community venues as it is a condition of their employment with Council. (x) All adults and unaccompanied minors who will be residing in the Council dwelling must complete an application for tenancy. (xi) The Corporate Property Program Leader will exercise discretion in relation to pets. (xii) Council's criteria for selecting applicants will be: (a) satisfactory rental history (b) earn three (3) times the weekly rent as a combined income. (xiii) Existing tenants are to be given first right of refusal for an additional rental period provided that the tenant has always complied with the terms and conditions of the Residential Tenancy Agreement and the terms of the Residential Tenancies and Rooming Accommodation Act 2008 and in the case of casual caretakers subject to section 7 of this policy. (xiv) When the rent is increased on a tenancy renewal, the bond will also be increased accordingly. A bond equal to four (4) weeks rent will be held with the Residential Tenancies Authority at all times. (xv) If the tenant terminates the lease within the lease period, the tenant will be responsible for outstanding rent until a replacement tenant is found unless extenuating circumstances apply. The Corporate Property Program Leader will exercise discretion, taking into account the individual circumstances, in relation to the payment of outstanding rent until a replacement tenant is found. (xvi) To terminate a tenancy fourteen (14) days written notice is required with the rental dwelling being advertised immediately.

Related policies/legislation/other documents: DOC ID DOCUMENT TYPE DOCUMENT NAME - Legislation Residential Tenancies and& Rooming Accommodation Act 2008 8420472 Delegation of Authority Determination of Commercial and Other Charges 7246052 Form PROP/2011/54 - Rental Application Form

Page 92 of 99 CITY GOVERNANCE 18 AUGUST 2020

7.1 AMENDED CALENDAR OF MEETINGS FOR JULY TO DECEMBER 2020

REPORT OF: Corporate Governance Manager

REPORT OVERVIEW

EXECUTIVE SUMMARY The Calendar of Meetings for July to December 2020 has been amended to change the date of committee meetings that were scheduled to take place on Remembrance Day, 11 November 2020, to an alternate date. Criteria: Legislative - It is a legislative requirement that cannot be delegated CORPORATE PLAN PRIORITY Next Generation Governance

RECOMMENDATIONS

IT IS RECOMMENDED: 1. That the Calendar of Meetings for the period July to December 2020, as attached to the report of the Corporate Governance Manager dated 18 August 2020, be adopted. 2. That the Corporate Governance Manager be requested to: (a) advise all staff of Council's resolution; (b) ensure that all councillor's personal diaries are updated to incorporate the attached meeting dates; (c) publicly advertise the Calendar of Meetings in accordance with section 277 (Public notice of Meetings) of the Local Government Regulation 2012; and (d) include the Calendar of Meetings on Council's website.

REPORT DETAILS

INTERESTED PARTIES N/A PURPOSE OF REPORT/BACKGROUND Council's Strategic Leadership Team, comprising of Elected Members, has requested that the committee meetings scheduled to take place on Remembrance Day (11 November 2020) be moved in order to accommodate the commemoration. It is proposed that the committee meetings be moved to the previous day, 10 November 2020, and all four standing committee meetings take place on the one day.

Report Page 1 of 2 Page 93 of 99 CITY GOVERNANCE 18 AUGUST 2020

ANY PREVIOUS COUNCIL DECISIONS The Calendar of Meetings for July to December 2020 was first endorsed at the Post-Election meeting of 29 April 2020 (Minute No. 37/2020). The current Calendar of Meetings for July to December 2020 was last amended and endorsed by Council at its meeting of 21 July 2020 (Minute No. 84/2020). FINANCIAL/RESOURCE IMPLICATIONS Under Section 277 of the Local Government Regulations 2012, the public must be notified of the Calendar of Meetings via a newspaper circulating generally in the local government’s area and on the local government’s website. Further, Council must immediately notify any change in the same way as the days and times were previously notified. Publishing the Public Notice of a change to the Calendar of Meetings in locally circulating newspapers will incur a cost of approximately $700. RISK MANAGEMENT IMPLICATIONS N/A LEGAL/POLICY The attached Calendar of Meetings has been drafted in accordance with Section 257 (Frequency and place of meetings) of the Local Government Regulation 2012, which stipulates the requirement that 'at least' one Council meeting is held each month. COMMUNITY AND OTHER CONSULTATION N/A CONCLUSION The attached amended Calendars of Meetings for Committee and Council meetings for July to December 2020 complies with all statutory requirements and is submitted for Council's approval.

ATTACHMENTS TABLE

Attachment 1 - Draft Amended Calendar of Meetings - July to December 2020

Report Page 2 of 2 Page 94 of 99 CALENDAR OF MEETINGS JULY T O DECEMBER 2 0 2 0

JULY 2020 AUGUST 2020 MON TUE WED THU FRI MON TUE WED THU FRI 1 2 3 3 4 5 6 7 PL

LI 6 7 8 9 10 10 11 12 13 14 CN Ekka Holiday 0774 13 14 15 16 17 17 18 19 20 21 GO PL

IN LI 20 21 22 23 24 24 25 26 27 28 Special GO PL CN

Council IN LI 0776 27 28 29 30 31 31 CN

0775

SEPTEMBER 2020 OCTOBER 2020 MON TUE WED THU FRI MON TUE WED THU FRI 1 2 3 4 1 2

7 8 9 10 11 5 6 7 8 9 GO PL Queen's CN IN LI Birthday 0778 PR 14 15 16 17 18 12 13 14 15 16 CN

0777 21 22 23 24 25 19 20 21 22 23 GO PL

IN LI 28 29 30 26 27 28 29 30 GO PL CN

IN LI 0779

NOVEMBER 2020 DECEMBER 2020 MON TUE WED THU FRI MON TUE WED THU FRI 2 3 4 5 6 1 2 3 4 GO PL IN LI PR 9 10 11 12 13 7 8 9 10 11 GO IN CN

PL 0781 LI 16 17 18 19 20 14 15 16 17 18 CN

0780 23 24 25 26 27 21 22 23 24 25 Christmas

Day 30 28 29 30 31 Boxing Day

(observed)

Council/Committee Meetings Agendas Close Commences Council/Committee Meetings Agendas Close Commences GO - City Governance 8.30 am Wed (prev wk) 9.00 am LI - City Lifestyle 8.30 am Wed (prev wk) 9.30 am* IN - City Infrastructure 8.30 am Wed (prev wk) 9.30 am* CN - Ordinary Council Meeting 8.30 am Fri (prev wk) 10.00 am PL - City Planning, Economic Development PR - Procurement & 8.30 am Wed (prev wk) 9.00 am 8.30 am Wed (prev wk) 10.00 am* and Environment Appropriations Special C'tee

*The subsequent committee meetings of the day will commence at their designated time (9.30 am/10.00 am, as detailed above) or 10 minutes after the conclusion of the previous committee meeting. Page 95 of 99 16571336568,,,Attachment 1 - Draft Amended Calendar of Meetings for July to December 2020 CITY GOVERNANCE 18 AUGUST 2020

8.1 LOCAL INFRASTRUCTURE PROGRAM

REPORT OF: Director of Road & Water Infrastructure and Director of Community Services

REPORT OVERVIEW

EXECUTIVE SUMMARY The purpose of this report is for Council to adopt a process to manage the allocation of funds for the Local Infrastructure Program Criteria: Direction - It requires Council to make a decision of a strategic nature; or Council has specifically requested it CORPORATE PLAN PRIORITY Conveniently Connected

RECOMMENDATIONS

IT IS RECOMMENDED: That the process, as detailed in the report of the Directors of Road & Water Infrastructure and Community Services dated 18 August 2020, in relation to the management of the Local Infrastructure Program, facilitating Councillor involvement in the identification and allocation of divisional funds, be approved.

REPORT DETAILS

INTERESTED PARTIES Councillors, CEO, Directors and Managers. PURPOSE OF REPORT/BACKGROUND The purpose of the report is to present a process to manage the allocation of funds for Local Infrastructure works taking into consideration that the process is to facilitate Councillor involvement in the identification and allocation of divisional funds.

Local Infrastructure Program suggested expenditure for 2020/2021

Table 1 below shows the suggested funding split by branch, proposed for 2020/21, acknowledging that there will need to be flexibility built into this process in coming years in terms of actual spend by branch. Table 1 Indicative Funding Split 2020/2021 Local Infrastructure Program Amount $ Branch Footpath Program 2,820,000 Road Construction and Maintenance GRASS Gravel Roads 420,000 Road Construction and Maintenance Traffic Safety 1,200,000 Road Infrastructure Planning

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Local Infrastructure Program Amount $ Branch Local Park Enhancements 4,800,000 Parks Sport, Recreation and Community 2,160,000 Sport, Leisure and Facilities Infrastructure Improvements Community Services Infrastructure 120,000 Community Services Public Art 120,000 Libraries and Creative Industries 11,640,000

Development of Divisional Programs Managers of the Branches listed in the above table will consult with each Councillor to develop a program of works for each Division for their portfolio. It would be ideal if the program of work could be developed to cover a number of years to allow forward planning. In many cases, there is an existing forward program or register of works which will form the starting point for consultation with each Councillor. Councillors may also initiate discussions with other Branch Managers if they identify capital projects that do not fit in the categories identified in Table 1 above.

The Directors of Road & Water Infrastructure and Community Services will then meet with the Managers and take on the role of overall coordination of the Divisional Local Infrastructure Program to ensure that the overall program is managed within the budgeted allocation.

The target will be to have the 2020/21 Local Infrastructure Program for all Divisions prepared by the end of October 2020. For the 2021/22 Local Infrastructure Program, the target is to have the program developed by end March 2021 to allow the program to be adopted as part of the 2021/22 budget process.

It is recognised that there will be emergent issues and opportunities that arise that will necessitate changes to the forward program. However, it is expected that once a project has commenced it will be delivered in full. Additionally, there may be opportunities for the Manager to make minor amendments in timing of projects to achieve optimal use of funds.

There may also be opportunities that arise where funding is sought for projects that are not within the delegated authority of the Branch Managers or Directors to include in the Branch Programs. In these cases, it will be necessary to gain Council approval to include these projects in the Divisional Programs. These could include projects that are not managed directly by Council.

Specific Branch Considerations A major consideration to be recognised in developing the programs is that for some areas the Divisional fund is the only area of capital funding for these programs. This has significant implications for staff resources allocated to the program. For example, the Local Parks Program has an annual spend in the order of $4.8 million and this provides funding for approximately 16 staff within the Parks Branch. To effectively utilise the staff available to support the program, the sum of the Divisional Allocations for Parks Infrastructure will need to be in the order of $4.8 million.

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While not having the same impact on staff resources, the Traffic Safety and Footpath Programs are totally reliant on this funding. It is recommended that each Division have an allocation in the order of $50,000 for minor traffic safety issues which are identified through the year. More significant traffic safety projects such as neighbourhood safety plans will require more substantial budget allocations. The Footpath Program which is typically in the order of $2.8 million per year also has staff dedicated to the program development and delivery. The Footpath Program has been a significant source of work for local Logan based contractors who have been reliant on this program. Some of these local Logan based contractors have been employed on this program for a number of years.

It is important to note that the Local Infrastructure Program is also the only source of funding for Public Art commissioned by Logan City Council.

Budget Management An account has been established in a central location for the full amount of the Divisional allocation of $970,000. Each Manager will establish a register and cost account on a Divisional basis to allow works to be able to be commenced in the immediate time frame where capital projects have been identified and supported following consultation with the Divisional Councillor.

The Divisional Account will be maintained centrally by the Finance Branch. At the completion or at significant milestones of the projects, funds will be transferred from the Divisional Account to the Branch cost account. The Directors of Road & Water Infrastructure and Community Services, in liaison with the Finance Branch, will coordinate this budget management process and maintain ongoing financial oversight of the Local Infrastructure Program.

Reporting

Status reporting on the timing and cost of the projects shall be provided to the City Infrastructure and the City Lifestyle Committees on a quarterly basis once the programs of work have been developed. Councillors shall be provided updates for their Division at any time on request and there will be regular liaison with Councillors in relation to the Local Infrastructure Program for their Divisions. ANY PREVIOUS COUNCIL DECISIONS The Committee of the Whole recommended: That funding of $970,000 per division be allocated for the purpose of undertaking Local Infrastructure works to be used for projects including but not limited to park improvements; road, traffic and pathway improvements; sport, recreation and community facility improvements; public art and safety camera initiatives. That the Directors of Road & Water Infrastructure and Community Services develop a process to manage the allocation of funds for Minor Infrastructure works taking into consideration feedback provided by Committee of the Whole that the process is to facilitate Councillor involvement in the identification and allocation of divisional funds and prepare a report to a future City Government Committee meeting for approval. Endorsed by Committee of the Whole at its meeting of 12/06/2020.

FINANCIAL/RESOURCE IMPLICATIONS As discussed above there are a significant number of staff dedicated to the delivery of the major programs of work that make up the Local Infrastructure Program.

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RISK MANAGEMENT IMPLICATIONS The most significant risk associated with this program is the impact on efficiency and productivity of resources allocated for planning and delivery of the program if a forward program of work is not developed as early as possible and not firmed up by the target date of end October 2020. LEGAL/POLICY There are not any significant legal or policy issues as the Local Infrastructure Program components will be delivered under the current delegated authorities of the Directors and Managers. Where projects or funding cannot be delivered under the current delegated authorities of the Directors and Managers, separate approval will be sought from Council. COMMUNITY AND OTHER CONSULTATION The key consultation in terms of program development will be with the Divisional Councillors. Divisional Councillors will generally have consulted with the community in their consideration of projects to include in the Local Infrastructure Program. CONCLUSION The Local Infrastructure Program will be developed and delivered by the Directors of Road and Water Infrastructure and Community Services and the relevant Branch Managers following consultation and involvement of the Divisional Councillors in developing the programs of works best suited to the needs of each Division.

ATTACHMENTS TABLE

No attachments.

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