2018-2019 Annual Report by Logan City Council

2018 2019

LOGAN CITY COUNCIL ANNUAL REPORT

Innovative, Dynamic, City of the Future

LOGAN CITY COUNCIL ANNUAL REPORT

Innovative, Dynamic, City of the Future

ON THE COVER AND INSIDE COVER The theme for this year’s annual report is Council’s vision to build four city centres that support families and businesses, manage our environment, infrastructure, economic productivity and provide work-life balances and quality lifestyles for the community. The vision embodies our expectations and hopes for the future of our city as an innovative, dynamic, city of the future that offers social, environmental and economic health, now and for future generations.

2018 2019

ACKNOWLEDGEMENT OF COUNTRY The essence of the City of Logan is its people, places, heart and spirit. The city is home to more than 327,000 people from 217 different nationalities and cultures, creating a diverse, rich and multi-faceted community. Located between Brisbane, Ipswich and the Gold Coast, Logan has a strong and growing economy, which creates jobs and provides quality lifestyles which will contribute to making Logan an innovative, dynamic, city of the future.

Cover image: An artist’s impression of the vision for Meadowbrook

Logan City Council acknowledges the Traditional Custodians of the land, pays respect to Elders past, present and emerging and extends that respect to all Aboriginal and Torres Strait Islander peoples.

Contents 1

COMMERCIAL BUSINESS UNITS

146

OUR ANNUAL REPORT

Introduction

Our vision, purpose, goal and values

Interim Administrator’s message

Acting CEO’s message

Performance overview

Challenges in 2018/2019

Looking forward

Our city

Service charges

162

The City of Logan in profile

Tenders and expressions of interest

163

OUR COUNCIL

Logan Water

148

Health, Environment and Waste Branch—waste and recycling program

151

ADDITIONAL STATUTORY 160 INFORMATION

Community service obligations

163

Registers open for inspection

164

Financial sustainability

165

Code of Competitive Conduct for business activities

166

Elected members

Interim Management Committee

Elected Council’s responsibilities

How we engage with our community

Administrative action complaint disclosures 2018/2019

168

Organisational structure

National Competition Policy reforms

167

Corporate governance

Local Government Finance Standard disclosures

169

Internal Audit, risk management and business continuity planning

Quality assurance

167

Working at Logan City Council

Beneficial Enterprises

170

PERFORMANCE REPORTING

FINANCIAL REPORTING 174 Annual financial statements

176

Report on the current-year financial sustainability statement

223

Taking a holistic approach to sustainability 83

Sustainability report

226

Road and Water Infrastructure Directorate summary

Long-term financial sustainability report

227

Note 1—financial management strategy

228

Our framework

Community financial report

Community Services Directorate summary 95 Organisational Services Directorate summary

101

Innovation and City Transformation Directorate summary

104

Strategy and Sustainability Directorate summary

108

Our priorities summary and performance scorecard

114

Priority: Quality Lifestyles

116

Priority: Conveniently Connected

122

Priority: Economic Transformation

126

Priority: Image and Identity

128

Priority: Green and Renewable

134

Priority: Next Generation Governance

139

APPENDICES

230

Glossary of terms

232

Contact information

235

Legislative index

236

Global reporting Index

240

Index 242

OUR ANNUAL REPORT

This introductory section of the Logan City Council 2018/2019 Annual Report outlines information about our organisation and the city, provides a summary of our operational and financial performance for the 2018/2019 financial year, introduces our Mayor and Chief Executive Officer and highlights the awards won by our staff.

An artistâ&#x20AC;&#x2122;s impression of Beenleigh Town Square

OUR ANNUAL REPORT

Introduction This annual report details our performance during the 2018/2019 financial year in meeting the strategic priorities outlined in our Corporate Plan 2017–2022 and details our long-term financial planning. Logan City Council provides more than 200 services to the community and this report details the challenges faced and achievements over the past year—providing an open and honest account of our performance and financial position to our stakeholders. This information is for Logan residents and ratepayers, local business owners, potential investors, community groups, government agencies and funding bodies, as well as current and potential staff.

The objectives of the annual report are to: • communicate our vision and commitments to the community • report on our performance in delivering the Corporate Plan’s priorities and other key achievements • demonstrate our ability to lead with confidence and deliver on our promises • demonstrate our commitment to accountable and transparent governance • promote the City of Logan and Logan City Council to potential investors to encourage economic development • build confidence and satisfaction in the partnerships that are being created with community groups, local authorities and industry leaders through key projects • recognise the significant achievements of our staff • promote our Council as an employer of choice to job candidates • comply with statutory requirements, in accordance with the Local Government Act 2009 and Local Government Regulation 2012.

Jessica Binch, Planning Officer, Development Assessment Branch, deals with prelodgements and community consultations to inform development applications decisions

6 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR ANNUAL REPORT

Our vision, purpose, goal and values OUR CITY VISION Innovative, Dynamic, City of the Future.

OUR ORGANISATION VISION Enabling Next Generation Government.

Community First We work together to know our customers’ needs so we deliver what matters and what makes a difference. We make decisions with empathy and recognise that our community’s needs are at the core of every decision we make now and into the future.

Our People

OUR PURPOSE To make a positive difference in people’s lives through the quality of services we provide.

OUR GOAL To be an organisation where our staff pursue excellence in all that they do, with high levels of job satisfaction.

OUR VALUES At Logan City Council we value:

We respect, care about, support and develop our people. We promote a safe workplace where people can explore opportunities, enjoy themselves and achieve high levels of personal job satisfaction.

Excellence We create an environment where people are clear about expectations and accountable for achieving excellent outcomes. We foster enquiry, innovation and creativity with a focus on continuous improvement.

Leadership We encourage leadership aligned to our values at all levels of the organisation. We work together to best use our skills and knowledge to pursue challenges and to deliver excellent services to our customers and our community.

Integrity

OUR VALUES

We are honest and open by saying what we believe, doing what we say, and giving permission for others to do the same. We take responsibility, individually and as a team, for all that we do.

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OUR ANNUAL REPORT

Interim Administrator’s message On 2 May 2019, Parliament ratified the Local Government (Dissolution of Logan City Council) Amendment Regulation 2019, dissolving Logan City Council. As a result, the Minister for Local Government, Racing and Multicultural Affairs appointed me as the Interim Administrator for Logan City Council under section 124 of the Local Government Act 2009. As Interim Administrator, I have all the responsibilities of the Councillors and Mayor and I will perform the role until the conclusion of the next local government election in March 2020. In this new role, there are three areas in particular that I am focusing on — continuity of service, stable leadership and good governance. In assessing the work ahead of me, I was heartened by several key facts: • In May 2019, Logan City Council’s credit rating assessment by the Queensland Treasury Corporation was upgraded from moderate to sound • I would be assisted by an Interim Management Committee to provide advice to me on a range of Council matters and support in performing the significant duties of Council; and • I would be supported by the Acting CEO and an organisation which has a strong and ingrained culture of

professionalism and commitment at every level to improve services to the community. I’ve met many extraordinary Logan residents and I’ve thoroughly enjoyed getting to know the city and its community. I have come to admire the determination and drive of Logan’s residents.

Logan is a proud, hard-working community with a strong emphasis on family values. The experiences I’ve had have impressed upon me the importance of continuing to deliver Council’s essential services while aiming to reduce cost-of-living pressures as much as possible. With a consolidated budget of $972.9 million and a budgeted operating surplus of $6.2 million, we’re establishing a solid base for next year’s incoming council. $10m has been committed to two city centres, Meadowbrook and Logan Central, to deliver projects that will drive investment and economic growth. Meadowbrook’s evolution into a health and wellbeing precinct will be boosted with $5 million with another $5 million set aside to unlock the economic potential of Logan Central.

Tamara O’Shea Interim Administrator Logan City Council

8 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

Funding has also been set aside for detailed design of a cultural hub, upgrades to our animal management centre, road safety and traffic improvements and environmental initiatives. In addition to funding new projects and endeavouring to ensure a seamless continuity of service I am working to ensure that Council’s policies and procedures are in the best possible shape in readiness for the next elected Council. Logan’s residents can have every confidence that their Council is continuing to serve them wholeheartedly. I feel honoured and privileged to have been asked to fulfil this role, and I’m proud to be part of the continuing development of such a vibrant, growing and multicultural city.

OUR ANNUAL REPORT

Acting CEO’s message This year Logan City Council was recognised as a leader in delivering environmentally, economic, social and financially sustainable local government. As a result of long term planning we’ve made significant inroads into making Council’s operations environmentally sustainable, while providing policies that encourage developers and the community to contribute to maintaining and improving our city’s natural environment. We’re now at the forefront of how local governments can lead the way in sustainable development with our Carbon Reduction Strategy and Action Plan, which took out the Sustainability category at the Local Government Managers Australia Queensland 2019 Awards for Excellence. Our Round Mountain Reservoir, which combines solar power, battery storage and electrochlorination technologies completed its first full year of operation, with recognition from the Institute of Public Works Engineering Australasia (Qld) as the most outstanding Overall Project of the Year. It also won engineering and water supply industry awards for innovation, sustainability and excellence. Our waste management and carbon offset efforts have been outstanding this year with more than 52,000 tonnes of waste diverted from landfill and more than 50,000 shrubs and trees planted by Community volunteers and Council.

We’ve invested in solar installations on Council buildings and we now have five arrays of solar Photo Voltaic (PV) systems generating 350KW, saving an estimated 351 tonnes in carbon emissions as we close in on our target of our Council being carbon-neutral by 2022. The city’s economic sustainability also took a significant step forward with a landmark agreement being reached between Council and nine developers in the city’s two Priority Development Areas (PDAs) of Flagstone and Yarrabilba.

The first agreement of its type in Australia guarantees an ongoing investment of $1.2 billion by Council and nine developers.

shelters and walking trails along the banks of the Logan River. It’s a tangible outcome from Council’s vision for the Logan River, which took out the landscape planning category at the Australian Institute of Landscape Architects Queensland Awards for Excellence. With ecologically-sensitive building and development being major priorities, our Council has streamlined a number of initiatives and services to improve decisionmaking and reduce delays in providing development approvals. These efforts were also recognised with Logan City Council taking out the 2018 ABA100 Australian Business Award for Business Excellence. As summarised in the following pages of this report, it’s evident that Logan City Council has continued to excel in meeting the community’s expectations for sustainable environmental, economic, social and financially sustainable local government.

The funding will be allocated to upgrade roads and deliver water and wastewater infrastructure to connect and service the PDAs over the next 45 years. It’s a timely agreement, as our Council is currently building a new environmental centre for wastewater treatment at Cedar Grove, which includes construction of an extensive wetlands to support marine and bird life as well as picnic

Silvio Trinca Acting Chief Executive Officer Logan City Council

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OUR ANNUAL REPORT

Performance overview DELIVERING ON OUR CORPORATE PLAN PRIORITIES

Quality Lifestyles (QL)

Image and Identity (II)

24 Projects

14 Projects

A total of 97 projects and Key Performance Indicators (KPIs) were in Council’s 2018/2019 Operational Plan delivering on the six priorities outlined in Logan City Council’s Corporate Plan 2017–2022. The priorities are shown to the right:

Conveniently Connected (CC) 7 Projects

4 KPIs

Green and Renewable (GR)

2 KPIs

14 Projects

Economic Transformation (ET) 3 Projects

OPERATIONAL PLAN PERFORMANCE HIGHLIGHTS

2 KPIs

0 KPIs

Next Generation Governance (NG)

4 KPIs

19 Projects

4 KPIs

PERFORMANCE SCORECARD DEFINITIONS PROJECTS C

For the 2018/2019 financial year. This annual report focuses on the six priorities outlined in Logan City Council’s Corporate Plan 2017–2022, which reflects an agreed vision for the city and how Council plans to deliver this vision to the community.

KPIs

Completed: The project has met planned targets or all planned milestones have been achieved (project closure).

Undeliverable: The project will not be delivered this financial year.

Not proceeding: A decision has been made to cancel the project.

On Track: Performance for this indicator is meeting or exceeding the target level.

Monitor: Performance is below the target level but is still within the acceptable performance variance.

Below target: Performance is outside the acceptable performance variance.

Council’s performance in delivering on its 2018/2019 Operational Plan is as follows:

PROJECTS

Completed

Undeliverable

Not proceeding

KPIs 3

M Monitor

10 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

On Track

Below target

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OUR ANNUAL REPORT

Delivery of Council's Operational Plan—five-year trend

89%

88%

FINANCIAL PERFORMANCE HIGHLIGHTS Where did Council earn its income in 2018/2019?

86% 81%

Developer contributions and

donations 33%

75%

User charges 29% 2014/2015

2015/2016

2016/2017

*2017/2018 2018/2019 General rates 18%

*2017/2018 was the first financial year of reporting against our new Corporate Plan 2017–2022.

Environment and community infrastructure

Total asset value has risen by

charges 7%

$428m to

$6.275b since 30 June 2018.

Operating surplus

$11.2m (last year $31.8m) and an operating surplus ratio of

2.1 per

cent (last year

Grants and subsidies

4% Most financial information

Fees and charges

in this report is presented

a five-year period to illustrate over

Interest and other revenue 3%

trends in Council’s performance.

6.2 per cent).

Recoverable works and sales 2%

Council is in a sound financial position at 30 June 2019:

3.51:1

Council has a (last year 3.52:1) working capital ratio (ratio of current assets to current liabilities).

Council’s low debt levels

Negative net financial liabilities ratio

have resulted in an

(total liabilities less current assets as

improved debt to equity

a percentage of operating revenue) of

(i.e. debt as a percentage

-31.7 per cent (last year -19.6 per

This is the ratio of current

of community equity)

assets available to meet

percentage of

current liability obligations.

cent (last year 3.4 per cent).

2.9 per

cent) due to the early repayment of loans. The negative ratio indicates that Council has a significant capacity to borrow—if and as required.

Capital works financial

79.6% (target 90%). completion

Our interest-bearing debt has decreased by

$52.8m

over the past five years; while accumulated capital expenditure was

$846m.

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OUR ANNUAL REPORT

CITY PERFORMANCE HIGHLIGHTS Maintenance of bushland

Our Buy Local Policy gave

Council periodically maintained

reserves increased

local businesses up to

and mowed

from 47 to

150

priority locations.

1,500 ha

17% in price-weighted

of grass on 2,595 sites

advantage for invited tenders

through the year.

and expressions of interest.

Approximately

86km of the

Albert and Logan River river bottom was mapped for fish habitat.

More than

3,000 wildlife

More than

$86m in

rescues were made by

investments was

the Logan RSPCA

generated by

Wildlife Ambulance.

promoting the City of Logan.

Councilâ&#x20AC;&#x2122;s solar power generation is estimated to have reduced CO2 emissions by over

350 tonnes.

More than

39,000

plants and trees were planted funded through environmental offsets.

13,500 plants and trees were given to the community as part of the Free Trees Program.

Photo by Michael Madden. This female Fairy Wren lives on the edge of the Bill Norris Oval at Beenleigh

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OUR ANNUAL REPORT

COMMUNITY AND CUSTOMER PERFORMANCE HIGHLIGHTS Overall satisfaction with Council Customer Services improved (on a 1 to 5 scale)â&#x20AC;&#x201D;five-year trend

*Comparable data for 2014/2015 was not collected for this indicator.

*2014/2015

4.5

4.6

4.7

2015/2016

2016/2017

2017/2018

2018/2019

Australiaâ&#x20AC;&#x2122;s first free As Constructed Plans and Plumbing

Disaster educational material

and Drainage Plans were provided as an online service

and waste management

with

1.4 million records freely available.

fact sheets are provided in

More than

52,000

More than

14 languages.

14,000

tonnes of waste

Parks customer

was diverted from

requests were

landfill.

managed.

More than 22,000 service requests were responded to for: Community

Pest plant and

Residential and

Animal incident

Graffiti

parking.

animal management.

public place amenity

and nuisances.

Management.

and public safety matters.

More than

2,800 customers were assisted with

public health, immunisation and

22,500 vaccinations were

given to clients and across the city.

environmental protection requests.

226 ha of landscaping

More than

new jobs

was completed

of the Online Flood Level Report

were created.

at 1,533 sites.

were made in 2018/2019. Only

More than

530

More than

5,000 page views

600 flood search requests were made the previous financial year.

More than

100 staff are trained to deliver

Disaster Coordination Centre Operations.

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Challenges in 2018/2019 RESTORING THE COMMUNITY’S TRUST IN LOGAN CITY COUNCIL The Challenge On 2 May 2019, Parliament ratified the Local Government (Dissolution of Logan City Council) Amendment Regulation 2019, dissolving Logan City Council. As a result, the Minister for Local Government, Racing and Multicultural Affairs appointed an Interim Administrator for Logan City Council under section 124 of the Local Government Act 2009. Council’s challenge was to reassure the people of Logan of Council’s stability under new governance arrangements, its commitment to continue to deliver the high standards of service and to maintain a high level of responsiveness to the community by filling the void left by councillors.

What did we do about it? Council staff were assured that the Interim Administrator and Acting CEO were providing strong leadership. Managers were briefed and staff were encouraged to bring any issues or concerns forward

Logan City Council Administration Centre, Logan Central

to be resolved. Communiques from the Interim Administrator and Acting CEO laid out a clear agenda and expressed an expectation that staff would continue to deliver the best possible service and allay community concerns. The Interim Administrator and Acting CEO visited Council offices and spoke to staff directly and also visited stakeholders and community groups. Branch managers and directors represented Council at community meetings. Communications with the community via media and direct channels such as community engagement and the Council’s monthly magazine reassured residents that Council was providing a continuity of service delivery and that Council had effective existing avenues for the community to raise issues and interact effectively with Council. Community interactions via Council’s customer service and complaints were monitored and any issues were resolved or escalated in the same way as when championed by Councillors. Council’s budget was delivered on schedule and was well received by the media and community in the last week of June 2019. The Interim Administrator and Acting CEO are working together on an agenda (as outlined in the Interim Administrator’s Message on page 8) with the support of an Interim Management Committee, which provided advice and support in performing the significant duties of Council.

14 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR ANNUAL REPORT

MAINTAINING ENVIRONMENTAL HEALTH SERVICES

LIVE WELL LOGAN—ACTIVE AND HEALTHY PROGRAMS

The Challenge

Over the past five years, the number of Environmental Health Services customer requests has increased by 35 per cent. Council needs to ensure that high levels of customer service are maintained.

Giving residents the opportunity to get fit, healthy and improve their well-being has never been more important for Council and Australian communities in general. Many local residents face key challenges to improving their health and well-being.

What did we do about it? We reviewed and improved the way we provide our services. A structural review in 2018 resulted in a 26 per cent increase in inspection activities. See page 50 for full story.

What did we do about it? In October and November 2018, Council surveyed 914 adults and 264 children and youth to better understand the barriers towards physical activity. See page 87 for full story.

FLOODED ROAD SAFE WARNING SYSTEM The Challenge Flash flooding affects many roads within the City of Logan, during and immediately after significant downpours. Swift water rescues are sometimes required, particularly when vehicles are inadvertently driven into flooded road crossings at night, resulting in loss of life or serious injury.

STURDEE PARK—COMMUNITY PARTICIPATION AND YOUTH ENGAGEMENT The Challenge In late 2018, Council became aware of the growing concern from the community regarding behaviour by young people, particularly in the late afternoon and evenings in Sturdee Park, Loganlea.

What did we do about it?

We teamed up with researchers to develop solarpowered, automatically triggered warning systems and installed them at known flooded road crossings.

We engaged and worked with local young people, residents and community-based organisations to provide alternative activities for young people in this space.

See page 92 for full story.

See page 42 for full story.

MAINTAINING GOOD CUSTOMER SERVICE

POOL SAFETY

The Challenge

Council’s plumbing Inspectors conduct inspections of plumbing facilities around the city recording inspection results on paper. The time it took to conduct inspections led to a lengthy turn-around time to record, approve and advise applicants.

Queenslanders have always enjoyed the sun and water as part of our culture which sometimes has unfortunate consequences with childhood drownings.

What did we do about it? We moved our plumbing inspections service administration to mobile devices, improving our capacity to deliver services by improving our workers’ operating efficiency. See page 109 for full story.

Last year, despite pool fencing requirements, 28 children under the age of five drowned in Queensland.

What did we do about it? We conducted a Pool Safety Education Campaign for parents and free Kids Alive—Do the Five program to help reduce the possibility of drownings. See page 42 for the full story.

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WATER SUPPLY FOR YARRABILBA AND LOGAN VILLAGE

MAINTAINING WATER INFRASTRUCTURE

The Challenge

The Travis Road reservoir complex is needed to maintain water supply to a growing population in the Yarrabilba Priority Development Area and parts of Logan Village.

The Hillcrest reservoir complex provides drinking water to almost 54,000 people in Logan. The challenge is to ensure that the city’s water infrastructure network continues to provide a reliable service to residents.

What did we do about it? Council’s Logan Water augmented the existing 3ML reservoir at Travis Road with two 6ML reservoirs. See page 93 for full story.

What did we do about it? Council invested heavily into improving the Hillcrest reservoir complex to maintain a reliable, safe drinking water supply for residents.

MANAGING GROWTH IN LOGAN

See page 91 for full story.

The Challenge

MAKING WATER ENVIRONMENTALLY SUSTAINABLE

The Greater Flagstone Area is expected to experience substantial residential, commercial and industrial growth. Appropriate Infrastructure needs to be implemented to accommodate this growth.

What did we do about it? 2018 marked the start of construction of stage one of a new state-of-the-art wastewater treatment plant (WWTP) located at Cedar Grove, servicing Greater Flagstone which is forecast to grow to more than 145,000 people at full development. See page 127 for full story.

The Challenge As we continue to build and update our water infrastructure, we need to think of ways to achieve environmental sustainability while delivering a great water supply service.

What did we do about it? We harnessed the power of sun and salt in an Australian first solution for treating drinking water quality in a remote location. See page 84 for full story.

IMPROVING HEALTH AND SAFETY IN THE FIELD

BUSINESS CONTINUITY REVIEW

The Challenge

Clutter in the form of non-mandatory safety documents, makes safety in the field a bureaucratic process, which increases safety risks and reduces work-site productivity for our field staff.

Disasters, crises and business disruptions will always be risks to Council and we need to continually be vigilant in ensuring our continuity plans can meet current environmental conditions.

What did we do about it?

We teamed up with Griffith University’s Safety Science Innovation Lab to plan and deliver the first phase of a ground-breaking safety decluttering project.

We renewed our focus on delivering one-on-one professional development for all levels of staff in applying Council’s Management Directive—Business Continuity, contributing to our Master Business Continuity Plan and Directorate Recovery Plans.

See page 55 for full story.

See page 52 for full story.

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OUR ANNUAL REPORT

Community Engagement Officer, Peter Murphy and COLBIE, Council’s community engagement robot visited Woodridge State School to survey young residents

COLBIE AND LISTEN 2 CONNECT The Challenge How do we as adults engage with children and talk about Council decisions that may affect them?

What did we do about it? We broke down barriers through our small, personable robot named COLBIE (City of Logan Bot for Innovative Engagement) to enhance our childhood engagement with its interactive programming capabilities.

IMPROVING OUR ASSET MANAGEMENT The Challenge Council’s assets have an estimated worth of $6.275b requiring different levels of management and maintenance to meet performance requirements during their lifecycles.

What did we do about it? We implemented the first phase of a Strategic Asset Management and Maintenance System Project (SAMMS).

See page 41 for full story.

See page 106 for full story.

DELIVERY OF THE ADVOCACY AGENDA

KEEPING ROADS SAFE IN LOGAN

The Challenge Council recognises that collaboration between all levels of government is critical to delivering essential services and infrastructure to our growing community.

What did we do about it?

The Challenge With an increasing population and more road infrastructure being built, we need to ensure that people are as safe as possible on the road.

What did we do about it?

Council is focused on progressing its advocacy agenda through its endorsed Advocacy Strategy 2017–2019 and supporting annual Action Plans.

We delivered SAFEROADS4LOGAN, Logan’s Road Safety program—a partnership with Logan City Council, Queensland Police Service and the Department of Transport and Main Roads.

See page 132 for full story.

See page 94 for full story.

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INNOVATION IN ASPHALT

BUILDING DISASTER RESILIENCE

The Challenge

With nearly $30 million a year spent on rehabilitating roads, Council needs to reduce costs, extend pavement life, enhance worker safety and improve environmental performance.

Disasters are stressful for everyone, but potentially more so for people with a disability or limited English language skills.

What did we do about it?

We trialled two technologies this year which have the potential to solve some of these challenges. One is a Queensland first and the other, an Australian first.

Speaking Their Language—Building Disaster Resilience is an engagement strategy designed to ensure local disaster management information is accessible and inclusive for all members of the community.

See page 124 for full story.

See page 40 for full story.

KEEPING UP WITH DEMAND FOR CYCLING PATHS

RESTORING OUR MOST RECOGNISABLE LANDMARK

The Challenge

Cycling is a popular lifestyle activity particularly on dedicated cycle network paths. The challenge is to ensure that we expand our network to connect people and places, promoting healthy lifestyles.

The iconic ‘Red Bridge’ over the Logan River between Beenleigh and Loganholme is now a much-loved pedestrian and cycle link in the Logan River Parklands, which needed some restoration to its structure.

What did we do about it?

This year detailed design was completed on a range of cycleway and shared footpath projects connecting our city and its people.

In a first for Council, Building Information Modelling (BIM) was used to determine the most cost-effective repainting and maintenance program for the bridge.

See page 123 for full story.

See page 124 for full story.

Cyclists enjoying some of the extensive bike and shared pathways that wind their way through the city

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Looking forward In delivering against our Corporate Plan 2017–2022 and its priorities for the year, we look to continue our success into the next financial year.

QUALITY LIFESTYLES (QL)

In 2019/2020 we will: • Deliver an annual action plan to prioritise and resource the implementation of the new Community Infrastructure Strategy (CIS) • Develop a 10 year capital program for community facilities prioritising items identified in the new Community Infrastructure Strategy (CIS) to meet the needs of the community • Deliver construction works of the new PCYC at Cronulla Park to increase participation in physical activity • Commence construction of the Usher Park Rugby League Facility to increase participation in physical activity • Complete construction of the Underwood Park Multi Sport Development to increase participation in physical activity • Deliver the Sport, Leisure and Facilities capital works program to budget • Deliver early years services and the ‘First Five Forever’ initiative to support early years and literacybased development for Logan families with children under five

• Deliver actions from the City of Logan Animal Care Strategy 2018–2022 • Deliver a second Automated Number Plate Recognition Vehicle to enhance pedestrian and traffic safety in the city, in particular at school zones • Deliver the annual action plan from Council’s Arts, Culture and Heritage Strategy 2018–2022 to improve community capacity and the image of the city • Deliver the detailed design for the staged construction of the Council-endorsed City Standards and Animal Care Centre Masterplan for 213 Queens Road, Kingston • Deliver improvements to library facilities, equipment and technology to support access and inclusion for the community • Implement the Road Safety Strategy 2017–2021 (via the SafeRoads4Logan Road Safety Action Plan 2017–2021) to reduce incidents and improve safety on roads in Logan City • Deliver the Logan Safety Camera Program throughout the City of Logan to increase community safety • Deliver actions for implementing the City of Logan Safe City Strategy and Action Plan 2016–2020 to encourage safe places and spaces across the city • Deliver the annual Safe City Logan community survey to gauge community perceptions on important crime and safety topics in the City of Logan.

CONVENIENTLY CONNECTED (CC)

In 2019/2020 we will:

• Implement the Libraries Learning and Discovery Strategy to provide community learning, experience, innovation and creativity

• Implement actions from the plan for an integrated local transport network for Council-managed infrastructure to improve connectivity across the city

• Deliver the KRANK school holiday program 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

• Deliver actions for improving Council’s cycle network infrastructure to maintain and improve active transport across the city

• Deliver the Live Well Logan program to provide opportunities for residents to participate in affordable and accessible physical activities and health and wellbeing programs • Implement the Active Logan Strategy 2016–2028 to increase participation in physical activity • Implement a marketing campaign promoting pool safety across the City of Logan to help maintain healthy and safe places and spaces for residents, businesses and visitors

• Deliver wastewater treatment and conveyance infrastructure works in Greater Flagstone to improve services to the Logan South region of the city • Commence planning and design of the Waste Water Treatment Plant: Site B to improve services to the Logan South region of the city • Deliver an annual review of the Logan Planning Scheme 2015 to promote best practice urban design to meet the needs of residents and businesses • Update the current Local Government Infrastructure Plan to reflect residential settlement patterns.

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ECONOMIC TRANSFORMATION (ET)

In 2019/2020 we will: • Deliver the Youth Careers Expo to attract, develop and retain a valued and skilled workforce • Deliver a review of the existing retail hierarchy in the City of Logan to identify major trends affecting the current and future retail market in Logan to support the development of city centres • Deliver a marketing strategy to help establish and promote the Kingston Butter Factory and Events precinct • Complete construction of the redevelopment of the Kingston Butter Factory and Outdoor Venues • Endorse the operational model of the Kingston Butter Factory for the efficient delivery of services to stakeholders • Implement actions from the Social Procurement Strategy and Buy Local Strategy which promote social inclusion and increase Council spend with local suppliers.

IMAGE AND IDENTITY (II)

In 2019/2020 we will: • Deliver a three-year City Brand Strategy 2019–2022 and priority actions for the 2019/2020 financial year to position the city as an Innovative, Dynamic, City of the Future • Deliver the Advocacy and City of Choice Annual Report to provide transparency in the delivery of the Advocacy Strategy and City of Choice initiative • Implement key initiatives from the City Futures Strategy Implementation Plan to establish a direction for the city transformation agenda • Implement a Logan City Council Events Strategy 2019–2023 to guide the strategic direction of city-wide events across a five year period • Design a program for attracting small, medium and large scale events to the City of Logan to showcase the city as a thriving destination • Develop a plan to establish the city’s sporting identity by marketing and promoting the City of Logan as a nursery for sporting talent • Develop a ‘green identity’ for the city to encourage greater use by the community and greater visibility of Logan as a liveable city • Implement priority actions for the 2019/2020 financial year from the Destination Management Plan to inform the future management of the City of Logan as a destination.

The facade of the soon to be redeveloped Kingston Butter Factory

20 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR ANNUAL REPORT

GREEN AND RENEWABLE (GR)

In 2019/2020 we will: • Develop a Sustainable Fleet Management Strategy to align Council with its goal to reduce and offset carbon emissions • Update Council’s annual Greenstamp Audit (GSA) processes to ensure compliance with the Queensland Department of Environment and Science and support a carbon-neutral and green city • Implement and obtain Environmental Management System ISO14001:2015 certification to support Council’s Greenstamp accreditation and ensure business practices are environmentally sustainable • Deliver an emissions profile report to measure, track and reduce Council emissions • Install solar PV systems at priority Council locations to reduce carbon emissions • Develop a Climate Resilience Strategy to enhance climate resilience within Logan City Council • Deliver an environmental events and activities program across the City of Logan to support the protection and enhancement of the natural environment across the city • Deliver on-ground wildlife movement solutions based on road kill hot spot prioritisation mapping to enhance road safety and reduce wildlife vehicle collisions

NEXT GENERATION GOVERNANCE (NG)

In 2019/2020 we will: • Deliver the Corporate Website Transformation Project • Deliver a local law amendment process based on a review of the cat and dog keeping provisions of Council’s animal management local law • Deliver actions from the Community Engagement Strategy 2017–21 to set the framework for how Council engages meaningfully with the community • Create a Logan City Council media and internal news portal • Complete implementation of Phase 1 of the Strategic Asset Management and Maintenance Project (SAMMS) for Water Branches and commence rollout to all asset classes to support our transition to a next generation government • Deliver an innovative tendering and contracting framework and delivery model that supports Logan City Council to be an innovative, dynamic, city of the future • Develop and implement a governance framework to promote best practice for corporate governance • Develop and implement a compliance management system to ensure effective and accountable governance • Implement and obtain Quality Management System ISO9001:2013 certification

• Deliver Belivah Creek Restoration Plan projects as a key tributary to the Albert River to improve water quality and waterway health

• Deliver the Annual Action Plan 2019/2020 to guide Advocacy Program priorities and activities for the 2019/2020 financial year

• Develop an Albert River Accessibility and Connectivity Plan to increase activation of the river and enhance community connection with the river

• Deliver the 2018–2022 City of Logan Biosecurity Plan

• Develop a Logan and Albert Rivers Fish Habitat Improvement Implementation Plan to prioritise fish health and fish population enhancement projects • Deliver a contract commencement plan to the Health, Environment & Waste Branch Manager for the Waste Collection Contract to ensure a successful transition into the commencement of Council’s new waste collection service • Deliver a report for Council consideration on the evaluation of the regional waste disposal and resource recovery to inform future waste management planning.

• Deliver priority actions for the 2019/2020 financial year from the People Plan 2018–2021 • Implement actions to achieve Council accreditation as a White Ribbon Accredited organisation to ensure a safe and respectful workplace • Deliver disaster management system and process upgrades to enhance Council’s capability to respond to disaster events • Deliver an updated hazard and risk profile for the city to improve Disaster Management capabilities • Deliver the annual review of the Local Disaster Management Plan • Deliver updates to the Logan and Albert River Floodplain Risk Management Study.

21 Innovative, Dynamic, City of the Future

OUR ANNUAL REPORT

Our city

OUR HISTORY

The City of Logan is becoming one of Queensland’s largest cities and is a centre of significant economic development. Located in the heart of South-East Queensland, between Brisbane and the Gold Coast, the city covers 957 square kilometres and has more than 327,000 residents—6.44 per cent of Queensland’s population. The key economic drivers and employment sectors are construction, healthcare and social assistance, construction, retail trade and manufacturing. Transport and logistics, business and community services, property development, education and professional and technical services are also significant drivers of the local economy. With the availability of good quality land and high quality community infrastructure, the city is growing in a planned and sustainable way. Demographic forecasts indicate our Noosa Heads population will increase to 500,000 people within 20 years.

an City

LIA

Given our location, young population and skilled, educated workforce, Logan is ideally placed to continue emerging as Coolum Beach a major city and economy in South-East Queensland. Our city is proud to be home to a diverse multicultural Mooloolaba population with residents from 217 different ethnicities living in 70 suburbs. The suburbs reflect residents’ diversity, offering lifestyle options ranging from apartment Caloundra living to leafy suburbs and rural-residential homesteads located in natural bushland. The city has developed a strong and vibrant community spirit, a reputation as a hub for a wide variety of sports and is becoming increasingly known for its diverse events, cultural activities, points of interest and restaurants. Caboolture

CITY OF LOGAN

Renamed by Governor Darling in honour of Captain Logan, the river was an important transport route in the early days, with river boats bringing in provisions and taking out produce. There is little remaining evidence of this river trade as wharves and bridges were washed away in successive floods. After the penal settlement in Brisbane was closed in 1841, land in Logan was quickly acquired by squatters. The first leases of land in the Logan area were issued from 1849. The declaration of the Logan and Eight Mile Plains Agricultural Reserves in 1862 led to extensive settlement of the area, initially by Irish and English settlers and then German immigrants. Cotton, dairy farming and sugar were among the city’s early industries, and today a small regional sugar industry remains centred on the Rocky Point Sugar Mill. The post-war need for housing attracted enthusiastic young families and urban development boomed in the Rochedale South and Springwood areas from the late 1960s and in Browns Plains from the early 1970s. The Logan of today is a bustling modern city looking to the future, but there are still many reminders of the early settlers. Numerous historic cemeteries are located in Logan at Kingston, Carbrook, Waterford West, Logan Reserve and Slacks Creek. The oldest remaining buildings in the district include the slab hut in the grounds of Mayes Cottage and the Kruger house at Carbrook. The most accessible sites of cultural heritage significance in Logan are Mayes Cottage, the old Carbrook School, St Mark’s Church at Daisy Hill and the Kingston Butter Factory.

AUSTRALIA

Brisbane

The Logan local government area was created in 1979 and the City of Logan was declared in 1981.

Ipswich

Warrill View

The Logan region was originally inhabited by Aboriginal people who led self-sufficient and harmonious lives. Their first contact with Europeans occurred when the Commandant of the Moreton Bay Penal Settlement, Captain Patrick Logan, explored the Logan River in 1826, which he initially named the Darling River.

CITY OF LOGAN

Beenleigh

Gold Coast Nerang

Boonah Beaudesert

Surfers Paradise

22 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

With local government amalgamations and redrawing of boundaries in 2008, the City of Logan expanded to include areas that were previously part of the Gold Coast City Council and Beaudesert Shire Council areas. Today the city is seen as South-East Queensland’s economic powerhouse as all levels of government and the private sector collaborate to enrich and capitalise on the city’s growth.

OUR ANNUAL REPORT

The City of Logan in profile Assets worth

$6.275 billion

An economy worth

$21.678 billion

18 Council-

21,978

owned

businesses

Gross regional product of

community

$11.77 billion

centres

4 major community

116

3 indoor sports

sporting facilities

centres

aquatic centres

venues/events

94 km of

centres

unsealed roads

2 key cultural venues

2,633 ha of wetlands

9 libraries

7 cemeteries

2,272 km of sealed roads

931 parks 70 suburbs

$850m

2,362 km

1,261 km of road

covering

budget

of waterways

reserve shared pathsâ&#x20AC;&#x201D; includes footpaths and

959 square

bikeways

kilometres

3.4 persons

246,000

More than

per hectare

1,236 km

tonnes of waste handled

of storm water

each year

pipes

Council divisions

326,615

27.3%

52,008

residents

of residents

tonnes of waste

were born

is recycled

118,896 rateable assessments

overseas

217 nationalities and cultures

34 median age 34

124 signalised intersections owned and operated by Council

23 Innovative, Dynamic, City of the Future

OUR COUNCIL

This section highlights how Logan City Council works for its community, with information and key statistics about our elected members, executive management and our staff. Also covered in this section is information about our internal audit function, standing committees, workplace safety and risk management.

An artistâ&#x20AC;&#x2122;s impression of a future Laurinda to Carol Avenue

OUR COUNCIL

TRANSPARENCY STATEMENT Mayor Luke Smith and Cr Stacey McIntosh were suspended in accordance with s182A of the Local Government Act 2009 (Act) on 21 May 2018. Councillors Jennie Breene, Cherie Dalley, Russell Lutton, Phil Pidgeon, Trevina Schwarz, Laurie Smith and Steven Swenson were suspended in accordance with s182A of the Local Government Act 2009 (Act) on 26 April 2019. On 2 May 2019, the Queensland Parliament ratified the Local Government (Dissolution of Logan City Council) Amendment Regulation 2019, meaning the elected Council was dissolved, effective immediately. In accordance with s124 of the Act, the Minister for Local Government, Racing and Multicultural Affairs appointed Ms Tamara O'Shea as the Interim Administrator for Logan City Council on 2 May 2019. As Interim Administrator, Ms O'Shea has all the responsibilities and powers of the Mayor and Councillors, and will perform this role until the conclusion of the next local government election in March 2020.

Steve Swenson

Elected members Cherie Dalley FORMER ACTING MAYOR Mrs Dalley was elected to Logan City Council in 1997. With her husband Stewart, she operated a commercial tiling business until 1999. Mrs Dalley is a Graduate Fellow of the Australian Institute of Company Directors and holds a Diploma of Local Government Administration from the Queensland University of Technology. Mrs Dalley has lived in Logan since 1980.

Lisa Bradley Ms Bradley was elected to Logan City Council in 2008 after working for 19 years as a registered nurse, including 14 years as an intensive care nurse. She has a Bachelor of Applied Science (Nursing) and post-graduate qualifications in Business, Intensive Care and Psychiatric Nursing. Ms Bradley is a member of the Australian Institute of Company Directors and was awarded a Company Directors Course Diploma in 2011.

FORMER CHAIRPERSON CITY LIFESTYLE AND COMMUNITY COMMITTEE Mr Swenson was first elected to Logan City Council in 2012. Prior to this, he worked in the not-forprofit/community sector for more than 20 years and also served as one of Loganâ&#x20AC;&#x2122;s honorary ambassadors from 2010 until his election. Mr Swenson has a diploma in Leadership and Management.

Trevina Schwarz FORMER CHAIRPERSON CITY TREASURY COMMITTEE Ms Schwarz was elected to Logan City Council in 2012. She has lived in Logan for nearly 30 years, during which time she has operated a local business, raised two children and cemented herself as a valuable and active contributor within the community.

Laurie Koranski Ms Koranski was elected to Logan City Council in 2016. She has a Bachelor of Arts Degree and is a strong advocate for education and furthering opportunities for young women.

26 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR COUNCIL

Jon Raven FORMER CHAIRPERSON CITY CENTRES SPECIAL COMMITTEE Mr Raven was elected to Logan City Council in 2016. He has a background in small business as an owner-operator of an asbestos removal and demolition business. He moved to Marsden from Brisbane in 2010 with his family.

Laurie Smith FORMER CHAIRPERSON CITY IMAGE AND INNOVATION COMMITTEE Mr Smith was elected to Logan City Council in 2012 after a career in the printing industry that included senior management roles in sales and marketing, business development and operational management. Prior to this, he spent nine years in the Australian Defence Force.

Darren Power Mr Power was first elected to Logan City Council in 1997. He started his working career as an apprentice graphic reproductionist with the Herald Sun in Melbourne. Mr Power then joined the Australian Army qualifying as a Special Forces Commando. Before being elected, he worked in Council’s Environmental Health Department for six years.

Jennie Breene FORMER CHAIRPERSON CITY PARKS, ANIMALS, ENVIRONMENT AND WASTE COMMITTEE Ms Breene was elected to Logan City Council in 2012. Prior to being elected, Ms Breene worked in her parents’ business. Her previous working experiences have been in office administration and customer service.

Russell Lutton Phil Pidgeon FORMER CHAIRPERSON CITY ROADS AND WATER COMMITTEE Mr Pidgeon was elected to Logan City Council in 1997. Born and bred in Queensland, he grew up in Central Queensland and Brisbane. Mr Pidgeon has previously worked as a sheet metal worker/welder and a professional photographer. Mr Pidgeon was the founder of the Crestmead Community Garden Group and the Crestmead Community Christmas Carols Group.

FORMER CHAIRPERSON CITY PLANNING AND ECONOMIC DEVELOPMENT COMMITTEE Mr Lutton was the city’s longest-serving councillor after first being elected in 1985. Before becoming a fulltime councillor, he worked for Queensland Rail and was Woodridge Station Master.

27 Innovative, Dynamic, City of the Future

OUR COUNCIL

Interim Management Committee On 2 May 2019, the Queensland Parliament ratified the Local Government (Dissolution of Logan City Council) Amendment Regulation 2019, meaning the elected Council was dissolved, effective immediately. Ms Tamara O'Shea was appointed as the Interim Administrator (IA) for Logan City Council under section 124 of the Local Government Act 2009. On 14 June 2019, the Minister for Local Government established Logan’s Interim Management Committee (IMC) to support the IA with advice on a range of Council matters. The IMC will be constituted for the term of the IA (which is until the completion of the March 2020 Local Government elections).

INTERIM MANAGEMENT COMMITTEE VISION To restore the community's confidence in their local government by giving the next elected Council the best possible foundations from which to successfully lead the City of Logan.

INTERIM MANAGEMENT COMMITTEE MEMBERS • Tamara O'Shea (Chair) • Gary Kellar (Deputy Chair) • Brent Lillywhite • Lisa Bradley

The rear facade of the City Administration Centre building, featuring the Democracy Ball Public Art installation

• Laurie Koranski • Darren Power • Jon Raven

28 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR COUNCIL

INTERIM MANAGEMENT COMMITTEE PRIORITIES The structure and systems within Council are largely functioning well, however several areas have been identified where opportunities for improvement exist. Opportunities have also been identified to improve the preparedness of a newly elected Council to lead with transparency, confidence in decision-making, and in the best interests of the City of Logan. In the lead up to the next Local Government Elections, the Interim Management Committee's work will be focussed on one key priority area with additional work being undertaken in two supplementary areas:

GOOD GOVERNANCE

1.1 Review priority policies, management directives, procedures and local laws to identify improvements for transparency and accountability. 1.2 Develop a Councillor Capability Framework to better prepare Councillors to meet their responsibilities to the community, and the organisation under relevant legislation. 1.3 Examine the forthcoming Belcarra legislation and identify actions to ensure organisational and Councillor compliance. 1.4 Review the current committee structure and processes to identify improvements that assist decision-making, that foster transparency and to find efficiencies. 1.5 Develop a Decision-Making Framework to equip Councillors with best-practice techniques and systems. 1.6 Assess and review current delegations to ensure appropriate governance and accountability structures are in place. 1.7 Review all Councillor discretionary funds and programs in line with community expectations, good governance and legislative changes.

GOOD GOVERNANCE

INTEGRATED PLANNING & PERFORMANCE

BROADER COMMUNITY ENGAGEMENT

INTEGRATED PLANNING & PERFORMANCE

2.1 Develop a Corporate Planning Framework to better engage Councillors and the organisation in setting priorities, planning activities, processes and outcomes. 2.2 Review the organisational Performance Reporting process and system to ensure it focuses on reporting outcomes against Councilâ&#x20AC;&#x2122;s Corporate and Operational Plan. 2.3 Establish the systems and processes for best-practice executive recruitment and performance management.

BROADER COMMUNITY ENGAGEMENT

3.1 Review the Community Engagement Strategy to identify opportunities to further engage with all sectors of the Logan community.

1.8 Develop a best-practice framework for the establishment and management of controlled entities of Logan City Council. 1.9 Review of Audit and Risk Systems.

29 Innovative, Dynamic, City of the Future

OUR COUNCIL

Elected Councilâ&#x20AC;&#x2122;s responsibilities Logan City Council, comprising of the Mayor and 12 councillors*, is the elected body accountable for the responsible governing of Logan. The elected body has legal obligations requiring members to represent the current and future interests of the residents of Logan.

participating in Council meetings, developing policy and making decisions that are in the interests of the whole community. Elected members are bound by a Code of Conduct, which is their public commitment to open, accountable and ethical standards of behaviour.

They are democratically elected and accountable to their communities for the decisions they make and the services they provide.

The community also plays a role in good democratic governance by participating in elections, being actively involved in engagement programs and providing feedback on current issues and the services provided.

Their role also includes other responsibilities such as providing high-quality leadership to the community,

DIVISION 7

* See Transparency Statement on page 26.

DIVISION 2

Representing Forestdale, Hillcrest, Boronia Heights and part of Greenbank, Park Ridge, Park Ridge South, Munruben and North Maclean.

DIVISION 3

Representing Woodridge, Logan Central and part of Kingston and Underwood.

Representing Slacks Creek and part of Underwood, Springwood, Kingston, Tanah Merah, Loganholme and Daisy Hill.

DIVISION 5

DIVISION 1 Representing Priestdale, Rochedale South and part of Daisy Hill, Underwood and Springwood.

Representing Berrinba, Marsden, Loganlea and part of Waterford West and Crestmead.

DIVISION 8

DIVISION 11

Representing Browns Plains, Regents Park, Heritage Park and part of Park Ridge.

Representing Cedar Grove, Cedar Vale, Flagstone, Flinders Lakes, Lyons, Monarch Glen, New Beith, Silverbark Ridge and Woodhill and part of Greenbank, Jimboomba, Glenlogan, Riverbend, Kagaru, North Maclean, South Maclean, Undullah, Veresdale and Veresdale Scrub.

Underwood

Browns Plains Hillcrest

Boronia Heights

Div 7 Greenbank

Regents Park Heritage Park

Springwood

Daisy Hill

Shailer Park

Kingston

Cornubia

Meadowbrook

Div 5

Marsden

Carbrook

Bethania Loganholme

Waterford West

Div 8

Div 6

Eagleby

Edens Landing

Park Ridge

Waterford

Logan Reserve

Div 12 Beenleigh

Holmview

Park Ridge South

Chambers Flat

Windaroo Belivah Bannockburn

New Beith

Div 9

North Maclean Lyons Silverbark Ridge

Monarch Glen Undullah

Flinders Lakes

DIVISION 12

Logan Village

Stockleigh

Div 11

South Maclean

Wolffdene

Div 4

Flagstone

Yarrabilba Riverbend

Mount Warren Park

Bahrs Scrub

Buccan Munruben

Representing Eagleby, Beenleigh and part of Mount Warren Park.

Cedar Creek

DIVISION 6

Glenlogan

Kagaru

Div 10

Tanah Merah

Loganlea

Crestmead

Representing Shailer Park, Cornubia, Carbrook and part of Daisy Hill and Loganholme.

Div 1

Slacks Creek

Logan Central

Berrinba

Priestdale

Div 3

Woodridge

Div 2

Forestdale

DIVISION 10

Rochedale South

Kairabah

Bethania, Meadowbrook, Waterford, Holmview, Edens Landing and part of Loganholme.

Jimboomba Tamborine Cedar Grove

Cedar Vale

DIVISION 9 Representing Logan Reserve, Chambers Flat, Stockleigh and part of Park Ridge, Crestmead, Waterford West, Park Ridge South, Munruben, North Maclean and South Maclean.

DIVISION 4

Woodhill

Veresdale

Veresdale Scrub

30 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

Mundoolun

Representing Bahrs Scrub, Buccan, Belivah, Bannockburn, Logan Village, Windaroo, Wolffdene, Yarrabilba, Kairabah, Mundoolun and part of Cedar Creek, Jimboomba, Mt Warren Park and Tamborine.

OUR COUNCIL

The walkway at Underwood Park, Priestdale. Photo by Ron Coutts

31 Innovative, Dynamic, City of the Future

OUR COUNCIL

CODE OF CONDUCT FOR COUNCILLORS AND STAFF We are committed to the ethical principles and obligations contained in the Local Government Act 2009 and Public Sector Ethics Act 1994. The following information details the actions undertaken during the year relating to the various codes.

Public Sector Ethics Act implementation statement During the year, we undertook the following actions to fulfil our obligations under the Public Sector Ethics Act 1994: • The code was made available upon request to all staff and the public online, and internally via our electronic document management system

• We provided all new permanent staff, consultants, contractors, agency staff, volunteers and work experience students with online training and access to a copy of the Code of Conduct • No external inspections of the code were requested during 2018/2019.

COUNCILLOR CODE OF CONDUCT DISCLOSURES 2018/2019 We are required to disclose figures relating to Councillor conduct complaints received and actioned in accordance with the Local Government Act 2009: Pre change to Local Government Act 2009—3 December 2018 Total number of orders and recommendations made under section 180(2) or (4) and 181 of the Act. The name of each Councillor for whom an order or recommendation was made under section 180 or 181 of the Act, a description of the conduct engaged in by each Councillor and a summary of the order or recommendation made for each Councillor.

Cr Russell Lutton was subject to an order of misconduct in relation to failing to declare a conflict of interest at a Council meeting. An order was made that Cr Lutton was to make an admission of error at an ordinary meeting of Council within 30 days of the order. Cr McIntosh was subject to an order of misconduct for covertly recording a confidential meeting between Councillors and a legal advisor without authorisation, and lying by denying that she had made the recording. An order was made that Cr McIntosh write a letter of apology to the Councillors in time to be read at an ordinary meeting of Council within three months of the order.

The number of complaints about the conduct or performance of Councillors that were assessed as frivolous, vexatious or lacking substance under section 176C (2) the Act.

The number of complaints about the Mayor or Deputy Mayor referred to the Chief Executive Officer (CEO) of the Department of Local Government (DLG) in accordance with section 176C (3) (a) (i) of the Act.

The number of complaints about the conduct of another Councillor referred to the Mayor in accordance with section 176C (3) (a) (ii) or (b) (i) of the Act.

32 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR COUNCIL

The number of complaints about the conduct of a Councillor assessed as misconduct and referred to the CEO or the DLG in accordance with section 176C (4) (a) of the Act.

The number of complaints about the conduct of a Councillor assessed as corrupt conduct.

The number of complaints about the conduct of a Councillor heard by a regional conduct review panel.

The number of complaints about the conduct of a Councillor heard by the tribunal.

The number of complaints about another matter dealt with by the CEO under section 176C (6) of the Act.

Number of complaints about the Mayor or Deputy Mayor referred to OIA

Post change to Local Government Act 2009—3 December 2018 The number of orders made under s150I(2) of the Act

The number of orders made under s150AH(1) of the Act

The number of decisions, orders and recommendations made under s150AR(1) of the Act

For each decision, order or recommendation made under s150AR(1) of the Act: • The name of each Councillor • A description of the unsuitable meeting conduct, inappropriate conduct or misconduct engaged in by the Councillor • A summary of the decision, order or recommendation made

It was alleged that a Councillor engaged in misconduct by refusing to comply with a direction or order of the Regional Conduct Review Panel or Tribunal about the Councillor. The allegation was withdrawn by the applicant and the Tribunal therefore found that the Councillor had not engaged in misconduct.

The number of complaints referred to the assessor under section 150P(2) (a) of the Act by local government entities for the local government

The number of matters, mentioned in section 150P(3) of the Act, notified to the Crime and Corruption Commission

The number of notices given under section 150R(2) of the Act

The number of notices given under section 150S(2)(a) of the Act

The number of decisions made under section 150W(a), (b) and (d) of the Act

The number of referral notices accompanied by a recommendation mentioned in section 150AC(3)(a) of the Act

The number of occasions information was given under section 150AF(4) (a) of the Act

The number of occasions the local government asked another entity to investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a Councillor

The number of applications heard by the conduct tribunal about the alleged misconduct of a Councillor

33 Innovative, Dynamic, City of the Future

OUR COUNCIL

COUNCILLOR REMUNERATION Mayor and Councillors. As determined in the 2015 Local Government Remuneration and Discipline Tribunal Report, remuneration paid to Councillors between 1 July 2018 and 30 June 2019 is detailed below.

In accordance with the Local Government Regulation 2012, the Local Government Remuneration and Discipline Tribunal is responsible for determining the maximum remuneration payable to the Mayor, Deputy

Total

Logan City Council superannuation

Full Year

$192,735.69

$17,135.33

Full Year

$117,017.89

$14,042.16

Russell Bruce

Full Year

$117,017.89

$14,042.16

*Swenson

Stephen Frederick

Full Year

$117,017.89

$14,042.16

*Koranski

Laurie Anne

Full Year

$117,017.89

$11,116.80

*Raven

Jon Smyth

Full Year

$117,017.89

$11,116.80

*McIntosh

Stacey Lee

–

Full Year

$117,017.89

$11,116.80

*Smith

Laurence William

Full Year

$117,017.89

$14,042.16

*Daley

Cherie Marie

6, 8 and Acting Mayor

Full Year

$133,537.61

$16,382.35

*Pidgeon

Phillip Wayne

Full Year

$117,017.89

$11,116.80

*Power

Darren Ross

Full Year

$117,534.88

$14,042.16

*Schwarz

Trevina Dale

11 and Acting Deputy Mayor

Full Year

$117,525.65

$14,042.16

*Breene

Jennifer Rachael

Full Year

$117,017.89

$11,116.80

Surname

Given names

Division

Period covered

*Smith

Timothy Luke

Mayor

*Bradley

Lisa Catherine

*Lutton

*See Transparency Statement on page 26. Interim Administrator Remuneration The Interim Administrator is employed by the Department of Local Government, Racing and Multicultural Affairs. Logan City Council reimburses the department for the costs of the Interim Administrator. The costs reimbursed for the 2018/2019 financial year are $57,698.27.

EXPENSES REIMBURSEMENT POLICY FOR COUNCILLORS Council has adopted an Expenses Reimbursement Policy for Councillors in accordance with section 250 of the Local Government Regulation 2012. Our policy considers the 24/7 nature and community expectation of a modern Councillor’s role and makes arrangements for reimbursing expenses for our Councillors’: • conferences and seminar attendances, including travel and accommodation

• training and professional development • civic-related expenses • daily meals and refreshments • facilities, including office accommodation, equipment, • stationery and executive support • publications and newspapers • safety equipment and uniforms • vehicles, including fuel and tolls • insurance cover • superannuation contributions.

34 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

See page 172 for more information about Council's Expenses Reimbursement Policy.

OUR COUNCIL

Council considers that some facilities are necessary for councillors to undertake their role as a local government councillor, those provided by Council include:

Office accommodation, both at Logan City Council Administration Centre and a councillor office at Beenleigh, and executive and administrative support, and reasonable call and data costs associated with Council smart phones for Council business only.

Expenses by Councillor Stationery

Car and travel expenses

Mobile device, IT equipment

Incidental1

Total

$305

$1,175

$1,267

$211

$2,958

*Lisa Bradley

$2,261

$2,195

$369

$324

$5,149

*Russell Lutton

$2,342

$3,027

$224

$283

$5,876

*Steve Swenson

$2,297

$4,249

$875

$603

$8,024

*Laurie Koranski

$2,514

$4,049

$1,396

$629

$8,588

*Jon Raven

$2,681

$3,272

$1,427

$408

$7,788

*Stacey McIntosh

$2,028

$283

$2,311

*Laurie Smith

$2,161

$5,792

$1,395

$360

$9,708

*Cherie Dalley (Acting Mayor)

$2,068

$2,715

$2,676

$283

$7,742

*Phil Pidgeon

$2,525

$5,113

$27

$292

$7,957

*Darren Power

$2,297

$3,669

$886

$283

$7,135

*Trevina Schwarz (Acting Deputy Mayor)

$2,399

$9,683

$979

$535

$13,596

*Jennie Breene

$2,620

$2,643

$1,091

$1,124

$7,478

$28,498

$47,582

$12,612

$5,618

$94,310

Councillor *Luke Smith (Mayor)

TOTAL

Incidental costs include meal, travel costs, professional membership fees and Council-branded uniforms.

*See Transparency Statement on page 26.

Expenses not available by Councillor/Division The following expenses are not available by divisional breakdown

Notes: • Travel includes local and interstate travel • Training and development includes conferences • Office equipment includes furniture and fixtures, computers, printers and minor equipment.

Expense

Total

Insurance

$89,325

Postage

$30,410

Training and development

$1,600

Office equipment

$2,747

Meals

$1,172

Travel

$171

Promotional items

$2,039

Printing and stationery

$3,973

Reference material

$396

Uniforms

$280

35 Innovative, Dynamic, City of the Future

OUR COUNCIL

Civic Allowance

Civic Allowance *Luke Smith (Mayor)

$197

*Lisa Bradley

$203

*Russell Lutton

$405

*Steve Swenson

$553

*Laurie Koranski

$217

*Stacey McIntosh

*See Transparency Statement on page 26.

$1,223

*Cherie Dalley (Acting Mayor)

*Jon Raven

The civic allowance is provided in acknowledgement of civic-related expenses incurred by councillors in their day-to-day civic duties and Council business.

Amount

$0 $148

*Laurie Smith

*Phil Pidgeon

$193

*Darren Power

$206

*Trevina Schwarz (Acting Deputy Mayor)

$509

*Jennie Breene TOTAL

Inside the main foyer at our City Administration Centre

36 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

$1,138 $4,992

OUR COUNCIL

ATTENDANCE AT COMMITTEE AND COUNCIL MEETINGS 2018/2019 Councillors must attend at least 75 per cent of the duration of each meeting to have attendance recorded.

City Roads and Water

City Centres Special

City Planning and Economic Development

City Image and Innovation

City Parks, Animals, Environment and Waste

City Lifestyle and Community

City Treasury

Ordinary Council

SCN Special Council

1 July 2018–30 June 2019

Committee and Council meetings RO

SCN

Number of Meetings

*Luke Smith (Mayor)

–

*Cherie Dalley (Acting Mayor)

–

*Lisa Bradley

–

*Russell Lutton

–

*Steve Swenson

–

*Laurie Koranski

–

*Jon Raven

–

*Stacey McIntosh

–

*Laurie Smith

–

*Phil Pidgeon

–

*Darren Power

–

*Trevina Schwarz (Acting Deputy Mayor)

–

*Jennie Breene

–

Number of Meetings

*Interim Administrator— Tamara O’Shea

*See Transparency Statement on page 26.

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How we engage with our community LOGAN RESIDENTS CONFIRM COUNCIL DELIVERS EXCELLENT SERVICES is lower than Logan’s average ‘high satisfaction’ rating, which Logan City Council has consistently maintained.

The 2018 Logan Listens: Residents’ Survey was conducted in late August through to early September. Council was given a resounding average ‘high satisfaction’ rating—4.4 on a five point scale. Two representative samples of 800 residents, aged over 18 years, who have lived in Logan for at least six months completed the telephone survey. All respondents were selected at random. This sample is representative of the population by gender, age and location and is accurate to a margin of error of 3.5%. Logan City Council conducted its first Logan Listens: Residents’ Survey in 2010 and has worked with independent consultant IRIS Research to conduct the community survey between 2010 and 2018. The rating of 4.4 (out of five) is well above the average of comparable councils, according to IRIS Research. The average satisfaction rating recorded for similar councils

Council is investing in services the community values and this is shown by a continuing trend where the community has rated Council’s customer service above four out of five for the past eight years. Surveyed residents also said Council was forging ahead in meeting the community’s desire for quality lifestyles, rating libraries as Council’s best performing service. Playgrounds were judged to be the city’s most used service, confirming Logan’s credentials as a great environment to raise young families. When compared against the best performing council on the IRIS Research database, Logan is setting the standard for others to follow in the way it provides animal management services and its support for local businesses.

Logan City Council outperformed other councils in a significant number of service areas:

Libraries

General waste collection

Bike routes

Playgrounds

Council-funded festivals and events

Footpaths and shared paths

Food safety in local eateries

Promotion of the city

Sewerage services

Sporting grounds and facilities

Support for local business

Animal management

Informing the community

38 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

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Results from our 2018 Logan Listens: Residents’ Survey

72% of residents

86% of residents

prefer to contact

are satisfied with

Council by

general waste

phone.

collection services.

84% of residents believe Council staff provided clear,

ANZAC DAY 2019 ANZAC Day holds special significance for Australians as a day to reflect on the sacrifice made by those who have served in previous conflicts as well as those who continue to serve. This year the City Administration Facilities Program together with the Woodridge Returned and Services League (RSL) Sub Branch facilitated the two ANZAC Day services at the Cenotaph located in the Logan City Council Administration Centre Precinct. Attendance at these services continues to grow each year with more than 2,000 members of the community attending each service while a record number of groups participated in the marches.

easy-to-understand advice.

ANIMAL LOCAL LAWS COMMUNITY ENGAGEMENT

84% of residents

89% of residents

are satisfied with

say Council staff

Council’s libraries.

were courteous and

Libraries

helpful.

are the highest performing service for Council.

87% of residents

At its meeting of 30 January 2019 Council authorised a community engagement program to review existing provisions in the animal keeping local law, specifically in respect to: • General keeping numbers of cats and dogs • Enclosures for dogs on small lots • Effective control of cats and dogs in public places— Council’s response to barking dog nuisances was also included to receive feedback.

are satisfied with Council’s sewerage services.

Council’s animal management

top performance

service meets the

The “Round 1” stage involved an engagement program targeting a wide-ranging age demographic (12–90 years). In addition to radio advertising, print and digital media, direct engagement activities were undertaken. The comprehensive eight-week ‘Have Your Say’ engagement campaign resulted in 2,346 contributions being made to cat and dog keeping local laws in respect to three specific topic areas: • 1,228 responses to the keeping of dogs in Logan

benchmark.

• 1,058 responses to the keeping of cats in Logan; and

83% of residents are

Playgrounds

satisfied with the city’s

are the most used

immunisation

service.

program.

Our Logan magazine is the clearly The

preferred method for residents to

• 60 suggestions for the management of barking dog nuisances. This was the largest response received by Logan City Council to any ‘Have Your Say’ community engagement activity. The conversion rate from visitation to survey completion was very high, averaging 80.07%. This first round of community engagement will be reviewed and considered where positions from this will be provided for continuing community engagement into an additional round in 2019/2020. Only after this extensive community engagement will Council decide what amendments to make.

receive information.

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CHESTER PARK WATER TOWER INDIGENOUS MURAL ART The Chester Park Water Tower Indigenous Mural Art Project commenced in January 2019. The Aboriginal and Torres Strait Islander-themed art mural is the design of Kyra Mancktelow. Kyra is a talented Fine Arts student and local artist. Kyra’s design was inspired by her Quandamooka, Ngugi (Moreton Island), Eulo and Birri heritage. Council’s mural artists are installing the mural art work. The project is scheduled to be completed in September 2019.

HAVE YOUR SAY ‘Have Your Say’ is Council’s online hub for community and stakeholder engagement. In order to operate effectively, Council needs to hear the community’s ideas, consider feedback and find out what really matters to our residents. On Have Your Say, residents can complete surveys, discuss and comment on projects in a public forum, share ideas, identify solutions to city-wide challenges and much more. Council’s ‘Have Your Say’ page has been visited more than 26,600 times this financial year. The platform complements in-person engagement, providing the community with the opportunity to provide input into Council’s decision-making process. The graph below shows a growing number of opportunities are provided for the community to participate in Council decisions, through engagement projects.

Engagement Projects (Total number)

BUILDING DISASTER RESILIENCE Disasters are stressful for everyone, but potentially more so for people with disability or limited English language skills. The City of Logan is one of the most diverse in the country and Logan City Council is committed to ensuring that all communities are heard and safe. Speaking Their Language—Building Disaster Resilience is an engagement strategy designed to ensure local disaster management information is accessible and inclusive for all members of the community. The project was so successful it won a Local Government Managers’ Australia (LGMA) Queensland, Award for Excellence 2019. Resources were developed by Council in partnership with the community to enable people living with disability and people from different cultural backgrounds to understand the potential risks that disasters present to them. The key messages and images were simplified and developed with people from different cultural backgrounds to make them easy to understand, and are consistent throughout various publications, educational resources and advertising campaigns. The resources developed are designed to ensure that the information is straightforward, but also effective, when it comes to helping people prepare for, respond to, and recover from natural disasters. They can also be used by the wider community and are provided through a range of mediums to ensure easy access and wide reach. Residents are invited to sign up to the free Logan Early Warning service, which provides alerts for potentially dangerous weather, bushfires and flood notifications.

Online Engagement Components 98 85

76 66

50 31

2014/2015 2015/2016 2016/2017 2017/2018 2018/2019

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RECONCILIATION ACTION PLAN

COLBIE AND LISTEN 2 CONNECT

We uphold Aboriginal and Torres Strait Islander People as Australia’s first peoples and work collaboratively to support reconciliation and closing the gap initiatives.

We have a great tradition of making the city’s children and young people feel involved through programs such as KRANK and the recent ImagiNation Children’s Festival.

Our first Reconciliation Action Plan (RAP) 2015–2017 provided a foundation for building stronger relationships, respect and opportunities for Aboriginal and Torres Strait Islander people and communities. Of the 39 actions and 70 deliverables in our first RAP, 65 deliverables have been completed and/or incorporated as ongoing business, with the remaining five deliverables carried over into the current action plan. Public consultation of Council’s draft Reconciliation Action Plan 2019–2020 was undertaken between November and December 2018. Over 25,000 community members were engaged through a social media campaign, a ‘Have Your Say’ survey and in person Community Conversations. Council adopted our Reconciliation Action Plan (RAP) 2019–2020 in March 2019 and was launched at a National Reconciliation Week event in June 2019.

But how do we engage with children about decisions of Council that may affect them? Technology plays an important role in this process. Revealed this year as part of Council’s Listen 2 Connect initiative was COLBIE (City of Logan Bot for Innovative Engagement) the robot. COLBIE’s role is to break the ice and interact with children in an innovative and exciting way. Through COLBIE, children and young people can provide great insights into decision-making processes undertaken by Council. This gives young people influence into a Council process or outcome in a fun way, regardless of their age. Logan City Council is one of the first local governments in Australia to use this kind of robotic technology to engage children and youth in Council decision-making processes. COLBIE is part of Council’s Listen 2 Connect initiative that is pushing for more meaningful engagement with residents, particularly children and youth, on the issues that matter to them.

Council adopted our Reconciliation Action Plan 2019–2020. The front cover of the plan features artwork by J. McKinnon

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PLACE BASED YOUTH ENGAGEMENT AT STURDEE PARK—LOGANLEA The Place Based Youth Engagement Project is an initiative of the Community Development Program aimed to support and engage with young people residing in Loganlea while promoting social cohesion between residents and young people. The Council Community Development Program became aware of the growing community concern regarding local youth in Sturdee Park, Loganlea particularly in the late afternoon and evenings. Various service providers and residents expressed concerns of youth violence, organised fights, vandalism, theft, drug use, racial discrimination and bullying. Key stakeholder meetings and conversations were had with local youth, residents and local community based organisations and services to develop a clear understanding of the issues in the park, as well as the programs and services needed to support and engage with young people and local residents In Loganlea. The project was delivered in collaboration with 11 local community based organisations committed to engaging with young people and delivered a diverse range of sporting and creative activities and opportunities for the local community. 37 sessions of nine diverse activities were offered over a 20 week period. Over 892 local young people participated in one of these activities. The collaboration between Logan City Council and local community based organisations was integral to achieving the successful outcomes of this project. The project did not only address the current community concerns raised in the park but put in place long term engagement strategies using an early intervention model that builds capacity within community and local services to sustain this work past the funded project period.

KIDS ALIVE—DO THE FIVE Logan City Council is continuing to support water safety awareness through the Kids Alive—Do the Five program. Council provides the free program at the Logan North Aquatic and Fitness Centre’s Aqualogan Laurie Lawrence Swim School. The Kids Alive community service program educates the public on five important steps to reduce the risk of preschool drowning. Our Kids Alive—Do the Five program includes five free lessons, which include water safety and swimming skills, over five days. The program also provides parents and children, particularly pre-schoolers, with strategies to reduce the risk of drowning. Logan North and Beenleigh Aquatic Centres provide more than 3,200 classes per year.

POOL SAFETY The Pool Safety Education Campaign commenced in November 2018 and ran through to March 2019. The proactive campaign used Council social media platforms (through collaboration with Council’s Digital and Social Media Program) and provided Pool Safety pamphlets and fact sheets to pool shops, child care centres and libraries for distribution to their customers and attendees. Given the success of this campaign, Council will be undertaking an expanded Pool Safety Education Program next year to ensure the Logan community is provided with the essential pool safety information to assist in making their fencing and their families safe.

Due to the positive response from the community Logan City Council was able to award a youth outreach program funding to continue to engage with young people through a strengths based cultural, creative arts and sports program over a six month period. Further funding through the Sports Australia’s Move It AUS Participation Grant initiative was also secured to allow the weekly Basketball and Touch Rugby programs to continue at Sturdee Park. Council’s Community Development Program will continue to work with the local community centre and the youth service providers to build capacity and develop industry relationships, sourcing alternative funding pathways and maintaining youth engagement to make these initiatives sustainable within the community.

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Kids learning to swim at our Beenleigh Aquatic Centre as part of our Kids Aliveâ&#x20AC;&#x201D;Do the Five Program

43 Innovative, Dynamic, City of the Future

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Organisational structure Logan City Council has law-making and executive statutory roles under the Local Government Act 2009. It is responsible for making and enforcing laws, adopting and implementing policy and regulation to ensure the effective management of the city. Councillors do not

Audit Committee

have the authority to make Council decisions in an individual capacity. The below chart shows our organisational structure as at 30 June 2019.

Council3 Standing Committees Chief Executive Officer

Internal Audit

Office of the CEO

Executive Leadership Team

Road and Water Infrastructure Directorate (See page 91)

Community Services Directorate (See page 95)

Organisational Services Directorate (See page 101)

Innovation and City Transformation Directorate (See page 104)

Strategy and Sustainability Directorate (See page 108)

Director of Road and Water Infrastructure

Director of Community Services

Director of Organisational Services

Director of Innovation and City Transformation

Director of Strategy and Sustainability

• Administration

• Strategic Projects

• Corporate Governance

• City Futures

• Economic Development and Strategy

• Road Infrastructure Planning • Road Construction and Maintenance • Road Infrastructure Delivery

• City Standards and Animal Care • Community Services • Customer Experience and Community Engagement

• Water Business

• Libraries and Creative Industries

• Water Infrastructure

• Marketing and Events

• Disaster Management1

• Media

• Water Operations

• Advocacy2

• Finance • Information Services • People and Culture

• Health, Environment and Waste • Development Assessment

• Plant Fleet Services

• Parks • Sport, Leisure and Facilities

Quality Lifestyles

Conveniently Connected

Image and Identity

Green and Renewable

Community Outcomes

Disaster Management is a program that reports directly to the Road and Water Infrastructure Directorate

Advocacy is a program that reports directly to the Innovation and City Transformation Directorate

See Transparency Statement on Page 26.

44 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

Economic Transformation

OUR COUNCIL

Corporate governance For Council, governance involves open and transparent adherence to legislation, policies, processes and practices that ensure effective direction setting, decision-making, management and control to achieve organisational objectives.

OUR GOVERNANCE PRINCIPLES PRINCIPLE 1: CULTURE AND VISION

PRINCIPLE 2: ROLES AND RELATIONSHIPS

Objective

A positive culture exists to promote innovation, openness and honesty, while enquiry is encouraged and accountability is clear. There is also a clear city vision and strategic plan (Corporate Plan 2017–2022) produced through a comprehensive and inclusive process, which is owned by all parts of the organisation, including elected members.

Clarity exists about roles and responsibilities in the organisation. Each staff member has a position description, which is reviewed annually as part of our annual achievement planning and review process. Effective working relationships are promoted and supported within and between the mayor, councillors, CEO and staff.

Outcomes

• Council has measured culture regularly since 2003 using the organisation-wide Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI). The last survey was conducted in late 2016 and the data informed the development of Council’s 2018–2021 People Plan, with the next measure due in the next financial year. • Council implemented a new Certified Agreement. The Queensland Industrial Relations Commission (QIRC) formally notified Logan City Council of its certification of our new Certified Agreement 2018 (CA 2018).The certification of the new CA 2018 culminated a significant period of negotiation between management and union representatives.

• We provided comprehensive induction training to all new staff and councillors. • We provided Code of Conduct training to councillors and staff. • We conducted our annual achievement planning and review process with all staff, which provided an opportunity for a meaningful two-way conversation between staff and supervisors on their role and performance over the past year, as well as planning for development and planned achievements for the following year.

Excellence in local government

PRINCIPLE 3: DECISION-MAKING AND MANAGEMENT

PRINCIPLE 4: ACCOUNTABILITY

Objective

Effective decision-making processes are in place to reflect transparency and accountability. These are publicly accessible via Council’s website. Robust and transparent financial management processes have been established and are maintained to meet accountability requirements now and into the future. Risks are effectively identified, assessed, managed and monitored.

Active performance management systems are in place whereby elected members and staff are openly accountable for their performance. Independent reviews of processes and decision making and appropriate public consultation are undertaken on key projects and initiatives.

Outcomes • We continued to produce annual business plans and report on KPIs and projects—that directly align to our strategic objectives—on a quarterly basis in the Operational Plan Performance Report. • We reviewed and updated our risk management tools and templates to ensure alignment between our organisation-wide risk management framework and international standards.

Outcomes • We continued our requirement that all branches have business plans and develop performance measures to guide project delivery and track performance. • We continued to complete quarterly performance reports against our Operational Plan and branch business plans, resulting in increased transparency and accountability. • Our Organisational Report Card continued to help our senior leadership team to monitor and evaluate our performance as an organisation. • We continued the internal audit review function, implementing a number of improvements to existing business processes. • We gathered feedback from the community on key initiatives through our community engagement practices and utilised this data to inform our annual budgeting and planning processes.

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ORGANISATIONAL LEADERSHIP TEAM Logan City Council’s executive team, known as the Executive Leadership Team (ELT), is made up of the CEO and five Directors. The ELT is responsible for overseeing the performance of the organisation and for delivering the outcomes expected by Council (as expressed in our Corporate Plan and annual Operational Plan). The ELT meets weekly and on other occasions as required.

Silvio Trinca

Katie Barton-Harvey

CEO—LOGAN CITY COUNCIL (ACTING): JOINED COUNCIL IN 2008

DIRECTOR— COMMUNITY SERVICES: JOINED COUNCIL IN 2018

Silvio Trinca brings a wealth of experience in local government and proven capability across a breadth of performance-driven leadership roles. Silvio was appointed Acting Chief Executive Officer in February 2018 after serving as the Director of Road and Water Infrastructure since 2008. His qualifications include a Bachelor of Engineering, Graduate Diploma in Business and a Diploma of Company Directors. He is a Member of the Institution of Engineers Australia and is a Fellow of the Institute of Public Works Engineering Australia. Silvio has a strong interest in providing and managing quality public infrastructure and services and is committed to ensuring the sustainability of assets and services.

Dr Scott Bourke

Katie joined Logan City Council in July 2018 after four and half years working for the Gold Coast 2018 Commonwealth Games Corporation (GOLDOC) where she worked on branding, sustainability and inclusion initiatives. With more than 20 years of experience working in public and private sectors both nationally and internationally, Katie has held senior positions with Goldman Sachs in London and Investa Property Group in Sydney. Katie is passionate about leading with empathy, encouraging sustainable practices and inspiring inclusion, while focusing on establishing strong partnerships with stakeholders across all levels of government, industry and the community. The tertiary qualifications Katie has attained include a Bachelor of Business (Marketing) and a Bachelor of International Finance (from Griffith University) and a Certificate of Investment Management from the UK.

DIRECTOR— INNOVATION AND CITY TRANSFORMATION: JOINED COUNCIL IN 2019 Scott is the Director of Innovation and City Transformation at Logan City Council. Scott has more than 20+ years’ experience establishing/developing corporate innovation functions including in state and local government organisations as well as co-founding several start-ups in the mobile telematics and the edutech/media fields. He has a Doctorate of Business Administration in Entrepreneurship and Innovation, a Masters of Applied Finance, a Graduate Diploma of Applied Finance and Investment, a Bachelor of Commerce and a Bachelor of Laws. He is also a Prince2 and MSP Certified Practitioner, capabilities well suited to the innovation, city transformation and strategic projects components forming his portfolio.

David Hansen DIRECTOR—STRATEGY AND SUSTAINABILITY: JOINED COUNCIL IN 2015 David’s directorate is responsible for the delivery of development assessment and regulatory services, planning and infrastructure policy, economic development and investment attraction, waste services, natural environment and environmental health services. David joined Council as Development Assessment Manager after previously working for 18 years as a town planner in the private sector, consulting throughout Queensland for a range of private and public sector clients on a diverse portfolio of projects. David holds a Bachelor of Regional and Town Planning and is a Registered Planner and Fellow of the Planning Institute of Australia.

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Daryl Ross DIRECTOR—ROAD AND WATER INFRASTRUCTURE (ACTING): JOINED COUNCIL IN 2007 Daryl joined Council as the Executive Manager, Logan Water following extensive experience in numerous other roles in the public and private sectors with a focus on water and wastewater services, urban development and associated infrastructure provision. This included 12 years as the Manager of Ipswich Water within Ipswich City Council. Daryl’s directorate is responsible for the planning, design and construction of roads, stormwater, water supply and wastewater infrastructure and the ongoing operation and maintenance of these assets, as well as Council’s disaster management capabilities. Daryl holds a Degree in Civil Engineering, a Graduate Diploma in Municipal Engineering and a Masters of Engineering Studies. Daryl is a member of the Institution of Engineers, Australia and the Australian Water Association.

Robert Strachan DIRECTOR— ORGANISATIONAL SERVICES: JOINED COUNCIL IN 2013 Robert joined Council as Finance Manager after a 20 year career in the Queensland Government, the last six years of which were as the Director for Finance and Performance at the Metropolitan South Institute of TAFE. In this role he managed a range of diverse teams. Robert’s directorate is responsible for delivering the services necessary to support Council business units and city services including property management, finance, fleet services, legislative requirements, procurement, human resourcing and records management. Robert has a strong focus on financial management, corporate governance and providing quality support services to the community and Council.

SENIOR CONTRACT POSITIONS REMUNERATION Remuneration levels for Council executives take many factors into account, including work value, the complexity of jobs and external independent and market-related benchmarks. This ensures remuneration levels for executives are appropriate and that Council is well placed to retain and attract executives with the skills necessary to help deliver value-for-money services to the community. Executive staff members (the CEO and directors) are engaged under fixed-term, performancebased contracts. From time to time, Council engages appropriately qualified external expertise to provide benchmarking data on the remuneration of management. This provides an objective process for aligning remuneration with established market data. Remuneration packages for Council’s executive staff include short-term incentives subject to achieving agreed performance targets. The following remuneration was payable for senior contract positions during the year: Employee

Remuneration

One senior contract position with a total remuneration package in the range of

$500,000– $600,000

Five senior contract positions, each with a total remuneration package in the range of

$300,000– $400,000

The remuneration levels shown include a cashbase salary but do not include allowances, minor nonmonetary benefits (e.g. professional memberships) or superannuation.

Robert holds a Bachelor of Commerce and a Master of Business Administration. He is a member and fellow of CPA Australia and a graduate member of the Australian Institute of Company Directors.

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Internal Audit, risk management and business continuity planning INTERNAL AUDIT Council’s Audit Committee is a committee established in accordance with the Local Government Act 2009. It complements the relationship between Internal Audit and the wider organisation, safeguarding the independence of Internal Audit and further increasing the effectiveness and value to Council of the internal audit function. The committee provides a review and monitoring function over our corporate assurance, audit, risk management and corporate governance activities and arrangements. The committee reports to Council through the City Treasury Committee. As of 2 May 2019, members of the Audit Committee are: • Interim Administrator, Tamara O’Shea (Audit Committee Chairperson) • Len Scanlan (External Independent Representative) • Dan Hunt (External Independent Representative) As best practice, the Chief Executive Officer is invited to all Audit Committees as a non-member. Other attendees include the Director of Organisational Services, Corporate Governance Manager, Finance Manager, Internal Audit Coordinator, as well as representatives from both the internal and external audit providers. A Queensland Audit Office representative has a standing invitation and regularly attends Audit Committee meetings as an observer. During 2018/2019 the internal audit function was outsourced and performed by O’Connor Marsden and Associates (OCM) as part of an overall strategy towards continuous improvement, benchmarking and best practice.

Review

Objective

Risk Management Framework

The objective of the internal audit was to review Council’s Risk Management Framework for implementation of key processes and controls. Key focus areas include processes to identify, monitor and report on risks across Council, to consider the Council’s current risk management maturity level and the application of better practice principles in the Framework.

Fraud and Corruption Framework and Governance Strategic and Operational Planning

The objective of the internal audit was to assess if Council’s internal control framework governing strategic and operational planning is adequate.

Review of Project Management Practices

The objective of the review was to provide limited assurance that there are effective controls in place over project management within the Council to maximise the likelihood of project success and to ensure the project objectives align with corporate objectives.

Compliance and Policy Management

The objective of the internal audit was to assess if Council’s internal control framework governing compliance and policy management is adequate. To assist in achieving this objective, OCM assessed the Council’s framework against ISO 19600:2015 Compliance management systems—Guidelines.

Payroll & Leave Management

The objective of the internal audit was to assess if Council’s internal control framework governing payroll and leave management is adequate.

Internal Audit achievements In the past 12 months, Internal Audit has reviewed, provided assurances and recommended control and efficiency improvements across our diverse operations in areas including:

The objective of the internal audit was to assess if Council’s internal control framework governing fraud risk is adequate.

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Overall, the reviews noted sound control procedures with any risk areas of concern being addressed by management. Recommendations were made to further develop and improve the respective governance, risk management and control processes. These recommendations were accepted by management and endorsed by the Audit Committee for implementation. The implementation of audit recommendations is pursued through the audit issues monitoring process, which involves the internal auditors and Internal Audit Officer from Council validating all issues through the follow-up process prior to closure. The outcome of this process is reported to the Audit Committee on an ongoing basis.

In developing its annual Internal Audit Plan, Council has a forward-looking three-year plan that is revisited each year and is flexible throughout the year to the changing needs and risks as they arise within Council.

Responsibility for corrective action Responsibility for implementing the audit recommendations ultimately rests with management and this is reflected in Councilâ&#x20AC;&#x2122;s Internal Audit Policy.

RISK MANAGEMENT We recognise that risks are an integral part of any organisation and understand the importance of managing risks at the appropriate level. Our Risk Management Policy, together with the Council-Wide Risk Management Framework promotes a standard approach to risk management throughout the organisation and ensures risks are identified, assessed and treated at an acceptable level. The framework specifically details how risk management should be

implemented across Council and includes tools and templates to guide staff through the risk assessment process. We apply the international standard ISO 31000:2018 (or any subsequent successors) as our best practice risk management methodology, with staff actively applying Councilâ&#x20AC;&#x2122;s Risk Matrix during the risk assessment process. A summary of the process is provided below. Staff across the organisation are offered ongoing training and support by the Corporate Risk Management and Insurance Program.

Risk analysis

Risk evaluation

Monitor and review

Risk identification

Risk assessment

Communication and consultation

Establish the context

Risk treatment

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Risk Management Initiatives conducted in 2018/2019 EXERCISE TESTS LOCAL DISASTER COORDINATION CENTRE A high fire danger, changing winds and a lingering grass-fire along Tamborine Road set the stage for this year’s scenario-based exercise to test Council’s Local Disaster Coordination Centre (LCDD) staff with assistance provided by Queensland Fire and Emergency Services. The exercise simulated three full shifts of staff working together using Guardian disaster management software to coordinate the response to a threat posed by a significant bushfire approaching an urban area. The aim of the exercise was to test command and control systems in real time conditions, over several shifts, to ensure Logan’s readiness in the event of a rapidly escalating disaster situation. The exercise provided the opportunity for staff to experience the pressures of a real situation, make decisions and deal with problems, and then review their actions when given the full picture. It is these types of exercises, coupled with the occasional disaster such as the 2017 floods, that ensure Council is ready to handle the various situations that may face the city.

MAINTAINING OUR HIGH LEVELS OF SERVICE

Staff regularly participate in Disaster Management training to ensure we are prepared for disaster events

Over the past five years, the number of licensed activities and customer requests managed by Environmental Health Services has increased by 35 per cent with the city's population increasing approximately 7 per cent in that time from 300,000 to over 320,000. The population is expected to rise to 341,344 by 2021. The challenge to be faced is ensuring that there are adequate resources to continue to deliver timely response to the increasing number of customer requests of this nature to facilitate their timely resolution and thus continue to contribute to the overall amenity and liveability within the City of Logan. Environmental Health Services is continuing to ensure that services are delivered as efficiently as possible, with a recent structural review in 2018 resulting in a 26 per cent increase in inspection activities. This, together with an increased focus on using new and emerging technologies to improve the mobility of staff throughout the city means they will be well placed to continue to deliver the services needed in our rapidly growing city.

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KEEPING THE LIGHTS ON

BUSINESS CONTINUITY PLANNING

The West Generator at the City Administration Centre provides emergency backup power to critical infrastructure including Council’s main computer server room and storage for vaccines used in the School Vaccination Program.

The driver for business continuity is supported by the Business Continuity Management Directive. The aim of this directive is to ensure Council resumes normal business operations after a crisis or business disruption is declared by the appointed Crisis Management Team Leader. Risks that threaten the continuity of service delivery are identified and effective preventive and responsive recovery strategies are developed, implemented and maintained.

During peak periods or extreme weather conditions the City Administration Centre is sometimes requested by Energex to take itself off grid. During the changeover from grid to generator power, the previous Automatic Transfer Switch (ATS) would cause a hard shutdown to a majority of the infrastructure, ultimately damaging sensitive electrical components. If this changeover were to occur during working hours, staff would need to power off computers to prevent data loss. The old ATS had the ability to send an SMS message informing our officers that the generator was running or stopped if we were not on site. The new ATS allows for seamless changeover during outages and has remote monitoring that will allow the generator to be started via a web application from anywhere in the world. It will also allow the vital statistics to be viewed, along with various diagnostic abilities.

Business continuity planning involves developing a practical plan for how we prepare for and continue to operate after an incident or crisis disrupts our daily business operations. Council’s seven plans (Master Plan, Office of the CEO Recovery Plan and five Directorate Recovery Plans) assist staff to: • prepare for a disruption/crisis; • manage a disruption/crisis; • recover critical business functions; and • resume normal business operations. As part of the process, managers review their sections of the plans and the Corporate Risk Management and Insurance Program updates and distributes the documents. The master document is divided into three main sections which correspond to the key phases of a crisis or business disruption.

Environmental Health Officer Nerida Harrington investigating a pollution incident at Meadowbrook

51 Innovative, Dynamic, City of the Future

Phase

Description

Phase 1: manage the crisis

This section provides a protocol for stabilising the situation. It includes a list of immediate crisis actions, impact assessment tools, contact lists and key roles and responsibilities. This section includes a series of strategies designed to enable the recovery of critical business functions for each organisational stream immediately following a business disruption.

Phase 3: resume normal business operations

This section contains a series of actions and steps designed to return the organisation to its pre-disruption status. This includes restoration or relocation of facilities and resumption of operations. Business resumption protocols will begin as soon as possible after activation of the business recovery protocols, without interfering with critical tasks, or diverting key personnel from the initial recovery process.

The review and updating of our business continuity plans are an integrated part of our annual strategic planning and review process. We independently test the reliability of our plans and prepare our crisis management team for a potential business disruption annually, through a business continuity scenario test exercise. We also build business resilience across the organisation by offering ongoing business continuity training and awareness sessions to staff at all levels.

BUSINESS CONTINUITY

RESUME

RECOVER

Phase 2: recover critical business functions

MANAGE

PREPARE

OUR COUNCIL

Business Continuity activities conducted in 2018/2019 BUSINESS CONTINUITY REVIEW During 2018/2019, the Corporate Risk Management and Insurance Program had a renewed focus on delivering 1:1 professional development for all levels of staff in applying Councilâ&#x20AC;&#x2122;s Management Directiveâ&#x20AC;&#x201D;Business Continuity and understanding/meaningfully contributing to the Master Business Continuity Plan and Directorate Recovery Plans. Significant time was invested in upskilling appointed risk champions to assist each branch through the annual review process.

PLANNING In September 2019 an external consultant will also value add to internal professional development by delivering refresher training sessions collectively to Managers and members of the Crisis Management Team. To test the integrity of the plans and processes and abilities of the Crisis Management Team to work collectively in responding to a business disruption or a crisis, an external consultant will facilitate a desktop scenario exercise and provide a written report to inform the annual review process commencing in 2020. In 2020, it is planned to deliver focused workshops with each branch on redeveloping their current information on critical business functions and dependencies. This will assist management in planning their operational responses to a business disruption or crisis and ultimately support the Crisis Management Team with added detail with the plans.

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Working at Logan City Council LEADERSHIP AND STAFF DEVELOPMENT

Our Undergraduate Programs

Great leaders develop an understanding about who they are and how they lead within an organisation.

Leadership Development Program Our Leadership Development Program develops and refines the leadership competencies of our staff through a combination of individual coaching, group workshops and mentoring. This intense program challenges participants to increase their levels of self-awareness and to push boundaries that may be restricting their leadership potential. It was developed for and by staff and was first offered 12 years ago. The program is highly regarded throughout the organisation and is in popular demand. Approximately 13 per cent of our workforce has completed the program. Enrolment is capped to ensure participants and mentors receive optimum support throughout the program and gain the most from the experience.

In February 2019 Council received more than 30 applications from students across South-East Queensland to enter into its highly regarded engineering undergraduate program. This resulted in Council recruiting three new students into its DEU program.

Five-year trend*

Jobseeker program boosts environment

21 20

20 19

2012

Logan City Council is dedicated to developing its services linked to enhancing the skills and capabilities of its employees. Its Development Engineering Undergraduate (DEU) program provides opportunities for high performing engineering undergraduates who are approaching the last 12 months of their civil engineering degree. There are two technical streams within Council's DEU program, assessment and compliance. Undergraduates will spend six months within each stream to prepare them for a strong career within civil engineering. To support undergraduates, an attractive remuneration package is offered and the potential for undergraduates who excel in the program to have an exciting career as a development engineer with Council. As a Council DEU, students will obtain advanced skills and experience against the assessment of complex civil engineering designs associated with the construction of large scale land subdivisions which include earthworks, road construction, pavements, stormwater, water/sewer reticulation, and erosion/sediment control.

2013

2014

2016

2018

*In 2015, the then Strategy Leadership and Performance Team (SLPT), now Executive Leadership team (ELT), decided that from 2014 the program would be offered biennially rather than annually.

Logan City Council is helping to promote a program that benefits the environment, our parks and job-seekers. Parks in Jimboomba and Logan Village are being rehabilitated and revitalised by a group of trainees seeking to improve their skills and enhance their prospects of gaining employment. Council is conducting the program in conjunction with Reclink Australia, as part of the Skilling Queenslanders for Work Project. Twelve of the trainees, under supervision from specialist Council and Reclink staff, will plant 1,000 native trees in Kurrajong Park at Jimboomba and Kooruhman Park at Logan Village as part of the paid six-month program. They are also helping promote re-growth of the endangered swamp tea-tree (Melaleuca irbyana) and undertaking weed control and mulching.

53 Innovative, Dynamic, City of the Future

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Another group of 10 trainees has restored habitats to assist in the recovery of the vulnerable Richmond Birdwing butterfly (Ornithoptera richmondia), in areas including Windaroo Creek, Belivah Creek and California Creek at Cornubia. They also planted 30 Near Threatened Birdwing Butterfly Vine (Pararistolochia praevenosa), the main natural food plant for the butterfly larvae, and removed Dutchman’s pipe vines which are deadly to the butterfly larvae. While undertaking these works, the trainees are also learning about landscaping and park management. Both groups were also educated on workplace health and safety, flora and fauna identification and surveying and plant propagation. The 22-week program provided accredited training and support to people of all ages who are experiencing difficulty obtaining qualifications, skills and work experience. At the end of the course, which also included additional TAFE units, they qualified for a Certificate 1 in conservation and land management. They completed the following works: • Prepared the Windaroo Creek site for the community Mothers’ Day Birdwing butterfly vine planting event on Saturday 11 May 2019. • Removed weeds, specifically Lantana, Asparagus fern and Coral bells, from a 1,400 square metre area at the Belivah Creek community planting sites at Willimann Park. • Completed a vine condition audit of the 2018 Birdwing butterfly vine sites. • Watering of the 50 vines planted by the community at Windaroo Creek on Saturday 11 May 2019.

Conservation and Land Management Trainee Natural Environment and Sustainability Program provided one Refugee Work Experience/Conservation and Land Management Traineeship placement in conjunction with Parks Branch. Andrea joined the team in April and gained experience working on environmental projects, environmental services and in environmental planning. Andrea has also gained experience working with environmental health and waste and recycling teams.

Providing opportunities for work experience and refugees Waste and Recycling provided two Refugee Work Experience/Traineeship placements at the Browns Plains Waste and Recycling facility. Soubhi and Sherrif joined the team in April and gained experience working with Waste and Recycling Team Members at the Logan Recycling Market, recycling shed and transfer station. Both have fitted in really well with the team and got on with the duties assigned.

Other development and training opportunities Council is committed to investing in the professional and personal development of our employees and providing opportunities for staff to develop a successful career through: • formal professional and personal goal setting and action planning as part of our annual Achievement Planning and Review (APR) process • access to high-quality corporate training courses through the Corporate Learning and Development program • financial and study leave assistance for staff obtaining recognised qualifications through the Professional Development Incentive Scheme (Study Assistance) • branch-specific training and skill development • access to industry-leading speakers and seminars.

STAFF HEALTH, SAFETY AND WELLBEING Team Top Health Team Top Health is an initiative to provide a healthy and fun workplace that is now in its fifteenth year and well established as part of Council’s culture. The vision of the program is to create a better health outcome for individuals, and team, while contributing to corporate values. Over the years Team Top Health has introduced initiatives including workplace massages, Quit Smoking program, fresh fruit, Weight Watchers@Work, subsidised Bridge to Brisbane registrations, Kids@Work Day, and lunchtime walking groups. At the annual Health Expo, Team Top Health has coordinated the provision of personal health assessments including skin checks, vison screening, hearing assessments, health checks, and reflexology, along with neck and shoulder massages, meditation sessions, and nutrition information sessions. This year Council branches were invited to attend the expo to showcase areas in Council where health and wellbeing are promoted.

54 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

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Improving health and safety in the field The safety decluttering research project is a joint Council initiative with our alliance partners and Griffith University. Safety clutter exists in the form of non-mandatory documents, roles and activities which make safety a bureaucratic process and reduce work site productivity. Council, our alliance partners and Griffith University’s Safety Science Innovation Lab planned and delivered the first phase of a ground-breaking safety decluttering project in 2018/2019. The research project was specifically designed for Council’s water infrastructure renewals program to test whether ‘decluttering’ safety processes could enhance work site productivity. The research has implications for the wider infrastructure development industry and government. Research field work was conducted in 2018/2019. Researchers observed three construction crews working on the alliance’s wastewater and water network renewals projects. Two of the crews worked in ‘decluttered mode’ on construction sites while one did not. In decluttered mode, the crews operated under the contractors’ safety management systems rather than the alliance’s.

Studies of the crews and their work sites showed that safety documents and procedures had little to do with maintaining worker safety; rather safety management was in-built into each team’s culture and processes. Clutter created extra work for supervisors, while removing it enhanced productivity and team communication about safety. A further phase of safety decluttering research is planned to begin before the end of 2018/2019. This will include study of a more complex work site where multiple contractors and crews are working at once— the alliance’s Cedar Grove Environmental Centre site. Results of the research will be revealed next financial year. Benefits • Safety decluttering enhances productivity and communication about safety. • Decluttering substantially improves the amount of non-paperwork that a supervisor can perform. • It improves crew productivity by saving time at the start of the day.

Studies of the crews and their work sites showed that safety management was an intrinsic part of each team’s culture and processes and removing site-based documentation enhanced team communication about safety

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Re-thinking how we work

Improving workplace health and safety

The Development Assessment Branch identified the need to change the way it delivers services to be able to continue to meet the needs of a growing community. It also realised that technology was needed to make its service more mobile. As accommodation space is at a premium at the City Administration Centre moving to a more mobile workforce paradigm would also reduce its accommodation footprint in Council’s Administration Centre. The project provided a great opportunity for the Development Assessment Branch, Information Services, Administration Branch and a Change Management Consultant to work together to achieve this outcome.

Council is committed to supporting the development of its health and safety culture and the implementation of its new Safety Management System (SMS). These commitments are designed to engage and empower our employees to make a difference in their workplace.

The design of the workspace is very different to the traditional pod-type environment. The desk size is considerably smaller and nothing is left on the desk overnight, allowing for hot desking arrangements. LED lighting has also replaced fluorescent lighting and each staff member has a locker to store their personal items and the technology that they use. The redesigned workspace has been well received by all.

Notifiable incidents During the course of 2018/2019, five notifiable workplace incidents were reported to Workplace Health and Safety Queensland (WHSQ). These notifiable incidents satisfied the mandatory reporting criteria of the Work Health and Safety Act 2011.

The From Now On program has achieved outstanding results with over 85 per cent of the current workforce completing educational, interactive sessions that explore and examine key safety concepts. This cultural journey is being reinforced through implementing Council-wide communication initiatives delivered to all staff, including the daily incident report which encourages timely reporting and sharing of incident information and the monthly health and safety update that provides further information and highlights positive behaviours. The From Now On program included the launch of the new SMS with an introduction on how to access information and content from its online portal. Supporting this launch is an internal auditing program to measure SMS implementation and promote continuous improvement. By the end of calendar year 2019 the majority of branches within Council will have participated in these audits.

There were two improvement notices and one infringement notice issued to Logan City Council by WHSQ during this reporting timeframe.

SNAPSHOT OF OUR PEOPLE Years of service 2018/2019 32% 28%

15% 11% 6% 4% Less than a year

1–4 years

5–9 years

10–14 years

15–19 years

56 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

20–24 years

2% 25–29 years

3% 30+ years

OUR COUNCIL

OUR VOLUNTEERS

Employee types

Residents wanting to make a voluntary contribution to the community are invited to participate in a range of Council organised programs.

1793 1354

These include: • Home Library Service • Logan City Council Libraries • Logan Art Gallery 270

136

• Mayes Cottage House Museum

Full-time Part-time Temporary Casual

Total

Councillors

*See Transparency Statement on page 26.

• Logan Entertainment Centre • In our parks through the Bushcare, Trailcare and Honorary Park Ranger programs • Animal Management Centre (as foster carers and inhouse volunteers) • State Emergency Service. All of our volunteers receive a briefing on Council’s expectations of them—and of their rights and responsibilities as volunteers—including health and safety requirements and Code of Conduct training.

Staff gender comparison 2018/2019

Each year we host the Logan Loves Volunteers breakfast to recognise the efforts of volunteers and to thank them for the tireless contributions they make to our community.

Community Centre Volunteer Event

49% Female

51% male

We acknowledged and celebrated community centre volunteers from Council owned community centres during National Volunteer Week in May at the Logan Entertainment Centre where more than 50 volunteers attended to be recognised. In Logan City 14.6 per cent or 34,376 people reported doing some form of voluntary work in 2016. The number of volunteers in Logan City increased by 3,517 people between 2011 and 2016.

Staff age profiles 2018/2019

450

In the City of Logan, we have 18 council-owned community centres with more than 100 local residents volunteering their time in some capacity.

464

Quotes from volunteers at the event: • “I love being part of a community….I love sharing”

357

321

• “I love volunteering because I can give to the community” • “I love volunteering because it gives me purpose and allows me to feel about myself”

149 52

15–24

25–34

35–44

45–54

55–64

65+

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Reading in Schools Program

Trauma Teddies for Immunisation

The Reading in Schools Program is an initiative based on the previous Mayor’s Reading in Schools program which had a positive impact on not only the students involved but also the devoted staff who volunteered.

Our Immunisation Services works in collaboration with Red Cross volunteers who supply the team with ‘Trauma Teddies’ which provide comfort to our 0–5 year old children whilst they receive their vaccinations.

This initiative commenced in 2019 when staff from the Development Assessment Branch volunteered their time at Woodridge State Primary School to support young children reading in the classroom.

Animal Care Volunteers

Volunteers work on a one-to-one basis with the children reading together, listening to them read individually and supporting the children in talking about the book and interpreting its meaning. Development Assessment Branch staff remain dedicated to providing assistance and support in programs such as this in the community.

Council’s Animal Care Program has active volunteers who participate in tasks which add value to the care and wellbeing of animals including enrichment and exercise programs.

National Tree Day Two events were held across the city with 130 volunteers planting 2,700 native plants.

Volunteers participating in one of our National Tree Planting Day events

58 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

OUR COUNCIL

AWARDS RECEIVED 2018/2019 Name of award

Presented by

Award won

Comments

2018 Queensland Engineering Excellence Award

Engineers Australia

Project Excellence Award

Sun and Salt: Logan’s Water Quality Solution

Australian Water Association QLD Branch Awards

Australian Water Association Queensland

Queensland Infrastructure Innovation Award

For the Round Mountain Reservoir project

IPWEA Qld awards

Institute of Public Works Engineering Australasia

Innovation and Sustainability in Water

For the Round Mountain Reservoir project

IPWEA Qld awards

Institute of Public Works Engineering Australasia

Overall Project of the Year

For the Round Mountain Reservoir project

Gallery and Museum Achievement Awards (GAMAA)

Museums and Galleries Queensland

Projects: Organisations with paid staff

Public Art and Heritage Trails

Museums & Galleries National Awards (MAGNA)

Australian Museum and Galleries Association Inc.

Travelling Exhibitions Award

For the He k kano hau (I am a seed) exhibition of contemporary M ori arts and culture

LGMA Queensland 2019 Awards for Excellence

Local Government Managers Assn (LGMA)

Sustainability Category

Carbon Reduction Strategy and Action Plan

LGMA Queensland 2019 Awards for Excellence

Local Government Managers Assn (LGMA)

Community Shaping Category

Speaking their language Inclusive Local Disaster Management Information

Landscape Architects Queensland Annual Awards for Excellence

Australian Institute of Landscape Architects

Outstanding Landscape Planning

Logan River Accessibility and Connectivity Concept Plan

Australasian Reporting Awards

Australasian Reporting Awards Ltd

Gold Award

2017/2018 Annual Report

Australian Business Award

The Australian Business Awards

Business Excellence

For delivering outstanding value to Development Assessment Branch customers and facilitating quality development in Logan

Local Government Recognition of Best Practice Awards

Local Government Association of Queensland

Best Collaboration

PhoneDown#EyesUp campaign

Smart Cities Strategy

Australian Smart City Awards

Highly Commended

City Futures Strategy

2018 ARDC Awards

Australian Regional Development Conference

Innovation Award

Logan Planning and Development (PD) Hub

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PERFORMANCE REPORTING

60 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

This section explains how we manage our reporting within the organisation and introduces the five directorates of services that we provide for the community. It outlines our performance in delivering key projects for the city and meeting our Key Performance Indicators (KPIs) outlined in our 2018/2019 Operational Plan. It also highlights our financial performance for the year in a community financial report and how we performed in being a sustainable organisation.

An artistâ&#x20AC;&#x2122;s impression of a future Springwood

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PERFORMANCE REPORTING

Our framework Our strategic planning and performance management framework sets the context for our reporting requirements and comprises: • A set of linked planning and performance documents • A process explaining how these documents are developed and reviewed • An explanation of the focus for each document • An explanation of how each document influences others in the set. It integrates the performance management process, so progress against our plans is measured, tracked and reported to the right audiences and at the right times. It is an important part of delivering effective corporate governance through open and transparent practices. This ensures we exceed the standards of good governance as set out in the national frameworks for financial sustainability, asset management, financial planning and reporting, as adopted by the Local Government and Planning Ministers’ Council in 2007.

Eats and Beats at IKEA, Slacks Creek

IMPLEMENTATION OF THE FRAMEWORK Strategic planning enables our city to have clear strategic direction and effective planning to ensure that our city remains sustainable for current and future generations and that all key stakeholders are aware of— and have a say in—its development. The Corporate Plan 2017–2022 came into effect on 1 July 2017. It is the city’s key strategic plan as it translates the needs and expectations of our communities into a long-term city vision and priorities for the organisation to take forward. Community consultation played a key part in the development of the five-year Corporate Plan. The diagram over the page represents the strategic planning and performance management framework used by Council and illustrates where the Corporate Plan fits within that framework. The illustration of the framework captures the vision in the Corporate Plan and demonstrates the strategic alignment between Branch Business Plans, operational priorities, Corporate Plan priorities and the long-term vision for the city.

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THE OPERATIONAL PLAN AND BUDGET We identify our significant work commitments every year, particularly those that impact on our community, through an operational plan, which includes key projects and KPIs that respond directly to the priorities of the Corporate Plan. The annual budget is then developed, based on the agreed priority areas. Once adopted, the operational plan becomes an accountability document that the organisation reports against throughout the financial year—on a quarterly basis—to Council and the community. It is important that we remain accountable for delivering key projects and meeting KPIs, as per our operational plan, and this will remain a key focus over the coming years.

MONTHLY • Branch reports • Corporate financials

JUL

• Quarter 4 Operational Plan, organisational report card

OCT

• Quarter 1 Operational Plan and organisational report card • Budget review 1 • Annual report • Commence annual branch business plan review

JAN

• Quarter 2 Operational Plan and organisational report card

BRANCH BUSINESS PLANS Although all elements of the strategic planning and performance management framework are important, we believe that requiring each branch to have approved business plans has had a positive impact on our organisation. All branch business plans are reviewed annually to ensure they remain aligned with our emerging organisational priorities. These business plans are required to have meaningful projects and KPIs, which has led to an overall and ongoing improvement in the quality of planning and accountability, at the branch level, across the organisation. Business plans are strongly aligned with our higher-level Corporate Plan and, in turn, provide strong planning direction to the Annual Operational Plan and budget.

MAR

APR

JUN

• Budget review 2 • Finalise annual branch business plan review

• Quarter 3 Operational Plan and organisational report card

• Operational Plan adoption • Budget adoption

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STRATEGIC ALIGNMENT

What the city will look like in 25+ years

Vision: Innovative, Dynamic, City of the Future

Corporate Plan 2017–2022

The strategic priorities for the city and organisation

Annual Operational Plan

Key projects that will be delivered and KPIs that will be monitored

Branch Business Plans

Projects and KPIs delivered and monitored by Council branches

Quarterly Performance Assessments and Annual Report

Monitor and report performance

Enablers and drivers • Long-term financial plan • Logan Planning Scheme • Total Asset and Services Management Plan

The Waller Park redevelopment included construction of a new clubhouse for the new Centenary Plains BMX Club

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ASSET AND SERVICES MANAGEMENT PLANNING Council manages a wide variety of assets including roads, footpaths, stormwater pipes, water pipes, buildings and parks to deliver a range of services to the Logan community. To help ensure these assets are managed in the best way possible, Council has a strategy that helps guide improvements to how we manage assets throughout their lifecycle and ultimately help improve the way it can deliver services to the community. The management of an asset throughout its lifecycle involves a number of elements including planning, design, construction, operations and maintenance, renewals/replacements and new/ upgrades, as shown in the diagram. Council also has a number of internal documents called Asset and Service Management Plans, which are updated annually, and include details on the number and types of assets managed, levels of service provided, how assets are currently managed throughout their lifecycle and budgets to manage the assets. Relevant information from these Asset and Service Management Plans is summarised and used to inform Councilâ&#x20AC;&#x2122;s Total Asset and Service Management Plan, which is a key document developed as part of Councilâ&#x20AC;&#x2122;s annual budgeting process.

Planning

New/upgrades

Design Asset management lifecycle

Renewals/ replacements

Construction Operations and maintenance

Parks such as the Logan River Parklands are Council assets

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Brachychiton rupestris, standing tall outside Logan Art Gallery, Logan Central

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Community financial report WHY DOES THE COUNCIL REQUIRE AN ANNUAL REPORT AND GENERAL-PURPOSE FINANCIAL STATEMENTS?

The purpose of a financial sustainability statement and the associated measures (ratios) is to provide evidence of the local government's ability to continue operating and to provide an acceptable standard of service to the community both currently and in the longer term.

The Local Government Act 2009 requires local governments to prepare financial accountability documents including "general-purpose" financial statements and an annual report.

The Local Government Act 2009 s104 (2) states that "a local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long term." The Regulation s169 (5) and s178 require local governments to report on three financial sustainability measures being an asset sustainability ratio, a net financial liabilities ratio and an operating surplus ratio each of which is presented below.

The annual report for a financial year must contain the general-purpose financial statements, the current year financial sustainability statement, the long-term financial sustainability statement, and the auditor-general's audit reports about the general-purpose financial statements and the current year financial sustainability statement.

WHAT ARE GENERAL-PURPOSE FINANCIAL STATEMENTS? External users of financial reports do not have access to specific internal financial information, and the purpose of general-purpose financial reports is to provide information in a format that that may be useful to most users. General-purpose financial statements must be prepared in compliance with Australian Accounting Standards and must be given to the auditor-general for auditing.

WHAT IS FINANCIAL SUSTAINABILITY? The Local Government Regulation 2012 (the Regulation) requires that local governments prepare both current year and long-term financial sustainability statements and publish these in their annual report. The current year financial sustainability statement and explanations are also included in the community financial report.

These ratios are reported in addition to the annual financial statements and are designed to provide an indication of Council's financial sustainability.

WHAT IS A COMMUNITY FINANCIAL REPORT? The Community Financial Report provides a plain English explanation of our financial statements and financial sustainability measures so that these can be easily understood by readers who have no financial background. Interpreting formally presented financial statements prepared in accordance with accounting standards can often be a difficult process for stakeholders. The Community Financial Report highlights key areas of performance and financial sustainability by focusing on the six key elements to the financial statements. The links between the six key elements and brief explanations of each element are provided overleaf.

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WHAT DO THE FINANCIAL STATEMENTS CONSIST OF? Financial statements are formal records of the financial performance and financial standing of an organisation. They consist of the six key elements presented graphically on the right:

Income statement Revenue – expenses = net result We have to collect sufficient revenue to fund current and future expenditure

Statement of cash flows Opening cash balance + cash received – cash spent = closing cash balance We must maintain sufficient cash funds to meet short-term obligations

Statement of comprehensive income Notes to the financial statements

Net result + or – other equity changes = comprehensive income We disclose other changes to the value of our business

Additional information to support key financial statements

Statement of changes in equity Opening equity + comprehensive income = closing equity Our corporate governance is crucial to sustainable funds management

Statement of financial position Assets – liabilities = equity We ensure that our business is financially sustainable

FINANCIAL PERFORMANCE HIGHLIGHTS The following is a summary of our 2018/2019 financial results as reported in Council's annual financial statements and sustainability report.

Operating surplus/(loss)

Rates utilities

Grants and subsidies

Council’s operating performance resulted in an operating surplus of $11 million and a positive operating surplus ratio of 2% against a target of between 0% and 10%

Rates and utility revenue of $439 million

Grants and subsidies of $32 million receivedfrom State and Federal Government

Community wealth

Assets

Capital investment

Council’s community wealth increased by $420 million over the financial year

Council manages $6,275 million of assets, including infrastructure

Capital investment over the reporting period increased by $346 million

Debt

Asset sustainability

Net financial liabilities

Council debt reduced by $13 million over the financial year. Debt at year end amounts to $537 per capita down from $589 last year

Council’s asset sustainability ratio was 75% at year-end against a target ratio of >90%. The three year average ratio is 82% based on long-lived assets

Council’s net financial liabilities/ (assets) ratio was –32% at yearend against a target ratio of <60%

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524.4 11.2

31.8

31.3

30.6

513.2

510.9 479.1

483.2 451.9

460.7 31.1

430.1

450.2

2019

2015

2016

176.7

282.1

83.9

240.4 156.5

208.1

Net capital revenue

17.2

125.6

190.9

Capital expenses

105.4

Capital revenue

2017

2018

2019

Expenses against revenue: five year trend ($m)

2017

635.6 2018

187.9

2016

Net result

806.5 618.6

2015

Total expenses

751.3

Total revenue

115.7

The presentation of a single set of data can be misleading and is considerably enhanced through trend analysis. All key measures in this report provide a five year trend and relevant explanations to enhance stakeholders' understanding of Council's financial performance and position.

2018

Capital expenses against capital revenue: five year trend ($m)

190.9

Comparative trend analysis: Revenue and expenses

Net recurrent revenue

2017

691.3 469.1

Net capital revenue represents the excess of capitallike revenues over capital-like expenses, and is almost always positive. Council receives contributions from Federal and State Government in the form of grants and appropriations, and from developers as part of development application processes. While Australian Accounting Standards require contributions to be recognised as revenue in the Income Statement, these amounts are used to fund capital projects, the costs of which appear in the balance sheet.

2016

147.4 21.8

Financial Management Sustainability Guidelines provided to Council recommend an operating surplus ratio (Operating surplus/Operating Revenue) of between 0 and 10%.

2015

109.4

Net recurrent revenue is the result from recurring revenues and expenses. Council endeavours to keep net recurrent revenue as either zero or a marginally positive amount. A negative amount (a net recurring loss) would mean that Council has collected insufficient revenue to fund its day-to-day operations, which is not sustainable over a longer term. A positive amount (a net recurring revenue) means that Council is able to use some of its recurring revenue to fund capital projects.

608.1 451.9 156.2

Council presents the Income Statement in a manner that provides an overall Net Result, which is then separated between net recurrent revenue (operating surplus) and net capital revenue.

419.1

Total Revenue â&#x20AC;&#x201C; Total Expenses = Net Result

Recurrent expenses

Recurrent revenue

117.6 8.2

The Income Statement shows the Council's Net Result for the financial year calculated according to the following formula:

Recurrent expenses against recurrent revenue: five year trend ($m)

567.8 427.3 140.5

KEY STATEMENTS (1) INCOME STATEMENT

2019

Capital revenue amounts are used to fund capital expenditure either in the current financial year or in future years, and are held in reserve until the related spending is incurred. Details of amounts transferred to reserve are provided in the Key Statements (4)â&#x20AC;&#x201D;Statement of Changes in Equity portion of this report. A chart is provided on the next page depicting total revenue and expense trends over the past five years.

69 Innovative, Dynamic, City of the Future

PERFORMANCE REPORTING

HOW ARE THE FIGURES (OVERLEAF) BEST INTERPRETED Council has been able to provide increasing services to the community while maintaining a surplus of funds from its operations, to ensure long term financial stability is maintained. Council's operating surplus has averaged $27.2m (5.6% of operating revenue) over the past five years. As stated, capital revenues include developer contributions. Each development approved by Council is required to contribute either completed assets (called donated assets) or cash towards the building of current and future infrastructure necessary to support increased population levels. Council carefully monitors city expansion and plans for priority infrastructure needs. Logan's population has increased from 300,667 in 2014 to 326,615 in the current financial year (based on the last census), which represents an 8.6% increase over the five-year period. Grants and subsidies received from State and Federal Governments are used to fund operational and asset (capital) projects. Council actively seeks out additional funding to reduce the burden on ratepayers. Amounts transferred to reserve are disclosed in Key Statement 4, the Statement of Changes in Equity.

Council's revenues are used to fund both operational and asset development expenditure and are based strictly on the recovery of costs incurred to provide the levels of service expected by the Logan community. Many of Council's revenues have a base charge used to partly recover infrastructure costs and a usage element linked to consumption. In this way, Council ensures a fair distribution of costs across the community. Key revenue statistics include: • Council's recurrent revenue increased by $13.5m (2.6%) over the year due to increases in rates partly driven by a 2.4% growth in assessments over the year. • Grants and subsidies and developer contributions represent 37% of Council's total revenue. An amount of $15.5m (last year $16.6m) of total grants and subsidies was used for operational purposes while $18.3m (last year $6.4m) was used for capital programs such as the correction of road black spots and other safety initiatives. • Developers provided $151.5m (last year $151.8m) in completed assets and $111.5m (last year $79.6m) in cash contributions as part of approved development applications. The increase in the current year is due to funding for PDAs in the city.

Sourcing our revenue: where our money came from

Total expenses: where the money was spent

Council's revenue components for the current financial year are shown below:

Council's expense components for the financial year are shown below:

Utility charges ($237.1m)

General rates ($144m)

Asset donations ($151.5m)

Developer contributions ($111.5m)

Grants & subsidies ($33.8m) Fees and charges ($34.2m) Interest and other ($18.5m)

Materials & services ($219.6m)

Employee costs ($143.8m)

Depreciation ($118.1m)

Revaluation expense ($91.5m)

Environment & community charges ($57.4m)

Plant hire/running costs ($16.5m)

Asset reworks ($13.9m)

Recoverable works and sales ($18.6m)

Borrowing costs ($12.4m)

Other expenses ($2.7m)

2.7 2

4 22 29

14.8

2.2

0.4

35.5

% 19.1

Total revenue $806.5m

70 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

23.2

Total expense $618.5m

PERFORMANCE REPORTING

Council's expenses are a mix of operational (recurrent) and capital-like expenses required by Australian Accounting Standards to be charged to the Income Statement. Asset reworks and revaluation expenses are of a capital nature as the former relates to existing assets required to be demolished during new capital works and the latter to instances where asset carrying values have been reduced during revaluation. Council incurred a revaluation expense of $91.5m during the 2018/2019 financial year due to a downward revaluation of water and sewerage assets. Asset reworks of $13.9m were incurred in the current financial year (last year $12.8m). The expenditure table and graph show the various classifications of Council's expenditure allocated to the Income Statement during the current financial year. These amounts do not include amounts added to asset carrying values as these are reflected in the balance sheet.

KEY STATEMENTS (2) THE STATEMENT OF COMPREHENSIVE INCOME The Statement of Comprehensive Income summarises changes to the value of a business other than those in the income statement. During the current financial year, Council increased the carrying value of its assets by $140.1m due to revaluation (last year was a decrease of $335.3m due to a downward revaluation of water assets). Council's water and sewerage assets are valued on a discounted cash flow basis and restrictions on revenue sometimes result in a reduction in expected returns. As part of Council's sustainability management, Council undertakes regular review of the condition and carrying value of assets. Deterioration in asset condition is managed through planned maintenance programs, while changes in the replacement costs of assets are provided for through revaluation.

Key expenditure statistics include: • Council's total operating costs amounted to $513.2m (last year $479.1m), an increase of $34.1m (7.1%) over the year. • Council spent $195.0m (last year $190.5m) on expanding and replacing city assets. Such expenditure is accumulated in capital projects and then recognised as Council assets on commissioning of the work. • 36% of Council's operating cost was incurred for the purchasing of materials and services. Materials and services expenditure is necessary to maintain asset service levels and for the achievement of community objectives portrayed in Council's corporate plan. • The value of assets administered by Council of $6,275m (last year $5,847m), means that Council has had to set aside $118.1m (last year $109.1m) in depreciation for the year. These funds are used for the improvement and replacement of Council's infrastructure and other assets.

KEY STATEMENTS (3) THE STATEMENT OF FINANCIAL POSITION The Statement of financial position measures what Council owns (assets) and owes (liabilities) to relevant stakeholders at the end of the financial year. The result of these two components determines the net wealth of Council, which is the net wealth of the community. Council's assets have increased by $428.1m (last year was a decrease of $77.2m) over the year. The main change is in property, plant and equipment assets due to the $195.0m new and replacement assets, a $144.1m increase in revaluations reported above, as well as $151.5m (last year $151.8m) in donated assets received from developers and a $130.5m (last year $122.3m) reduction in asset values due to depreciation and asset reworks incurred during the year. Council's cash balance has increased by $29.3m (last year $38.2m) over the year due to an excess in cash from operations over capital expenditure and loan repayments. Council did not drawdown any new loans this year.

2018/2019 net worth Classification

Assets

6,275

Less liabilities

301.7

Community equity

5,973.3

71 Innovative, Dynamic, City of the Future

What do our assets consist of?

What do our liabilities consist of?

The bulk of Council's assets are in the form of infrastructure assets such as roads and drainage, and water and sewerage, which collectively represent 71% of Council's total asset base. Other Property, Plant and Equipment assets represent a further 19% of Council's asset base. Total assets are made up as follows:

The bulk of Council's liabilities are in the form of loans, which represent 58% (last year 64%) of Council's total liabilities. Council repaid high-cost borrowings early, in 2017, and has not undertaken any new borrowings over the past two years, resulting in a $72.7m borrowings reduction between June 2016 and June 2019. Certain projects are financed through loan borrowings in order to ensure inter-generational equity in the allocation of cost.

Roads network ($2376.6m)

PPE ($1190.8m)

Drainage network ($919.4m)

Sewerage network ($732.7m)

Water network ($398.1m)

Cash ($349m)

Water & sewerage facilities ($179.1m)

Other Assets ($129.2m)

The major components of Council's liabilities are as follows:

6 38

% 15

Borrowings ($175.4m)

Creditors ($73.3m)

Provisions ($28.1m)

Other ($24.8m)

9 9

Total assets $6275m

A significant part of Council's activities are focused on the maintenance and upgrade of infrastructure assets including the provision of roads, drainage, water, sewerage, and waste services. Council undertakes ongoing preventative maintenance processes to maintain high asset service levels for community use.

Total liabilities $301.7m

Assets versus liabilities: five-year trend ($m) Equity

2015

2016

72 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

293 2017

5973.2 301.7

5846.8

5924

Total liabilities

5631.0

346.3

5204.4

354.4

5023.9

5550.7

Total assets

5378.3

Council's net assets increased by 7.6% (last year reduced by 1.4%) during the financial year largely due to the changes in asset carrying values described on the right:

6274.9

293.5

Part of Council's liabilities are in the form of provisions, which consist of amounts set aside to rehabilitate Council landfill and quarry sites and for employee leave entitlements. Provisions are liabilities where Council has an obligation to undertake expenditure, but where amounts are estimated.

5553.3

PERFORMANCE REPORTING

2018

2019

PERFORMANCE REPORTING

What is Council's debt strategy?

Debt per Capita: five year trend ($)

Logan City Council, similar to other councils, undertakes a loan borrowing program to fund new major facilities that are constructed to service community needs.

853

804 639

589

537

2017

2018

2019

Important measures of debt management are presented below.

DEBT AND CAPITAL EXPENDITURE TRENDS The debt and capital expenditure graph reflects Council's total outstanding debt and capital works expenditure program over the past five years.

Outstanding debt and capital expenditure ($m)

196

175.4

190

188.4

2016

Sound financial management also requires a balance of affordability by the city to fund debt while increasing its asset base to meet community needs. The percentage of assets funded by debt reduced to 2.80% (last year 3.22%) in the year due to continuing repayments. The large reduction in 2017 was due to the early repayment of more expensive loans in the year.

Assets funded by debt (%) 4.84

Capital expenditure

157

200.7

152

151

248.1

260.4

2015

PERCENTAGE OF ASSETS FUNDED BY DEBT

During the period 2015 to 2019 Council's debt decreased from $260.4m to $175.4m, a decrease of $52.8m. During the same period Council spent $846.0m on building new community facilities and/or increasing our infrastructure services such as roads, water, sewerage and reticulation.

Outstanding debt

2015

4.47

2016

3.39

3.22

2017

2018

2.8

2019

PERCENT OF REVENUE REQUIRED TO FUND DEBT REPAYMENTS 2015

2016

2017

2018

2019

DEBT PER CAPITA The debt per capita graph presents the value of Council debt per resident over the past five years. Council's debt per capita has reduced from $853 to $537 over the fiveyear period. Council manages financial assets and liabilities to progressively optimise cash and debt levels. Council's strategy is to reduce debt levels to provide borrowing facility in preparation for future asset upgrades and replacements.

The percentage of revenue used to fund debt repayments provides an indication of how much of Council revenue is committed to fund past borrowings. The percentage of revenue to finance debt and interest repayments has been between 4% and 6% in the past few years, but temporarily rose to 12.91% in 2017 due to the early repayment of high-interest loans. In 2018 the ratio has returned to a more normal percentage of 4.8%, and in the current year 4.7%.

Debt servicing ratio (%) 12.91

5.04

5.69

2015

2016

2017

4.76

4.69

2018

2019

73 Innovative, Dynamic, City of the Future

3.71 3.47

3.52

3.51

2018

2019

3.34 2015

2015

Surplus

2016

187.9 179.2

2017

8.7

115.7 108.7

13.5

WORKING CAPITAL RATIO Council, on average over the past five years had 3.51 times the amount required in current assets to pay its short term liabilities. In the current financial year, the ratio is 3.51:1 (last year 3:52:1).

Transfers

222.2 208.7

Net result

10.1

Another important indication in determining the financial health of an organisation is to measure its ability to meet commitments when they fall due. This indicator is known as the working capital ratio, which is a measurement of the ratio of short term assets and liabilities values. A result of better than a one to one ratio reflects a strong ability by an organisation to have sufficient funds to continue to maintain its cash flows and hence meet its commitments.

Revenues transferred to reserve to fund asset expenditure ($m)

156.2 144.2

How healthy is Council's liquidity?

140.6 130.5

PERFORMANCE REPORTING

2018

2019

COMMUNITY WEALTH Community Wealth or Community Equity is measured as the net of Council assets less liabilities. Comparative trends show that Council has a healthy community equity position, which has grown steadily over the past five years.

Community equity ($m) 2016

2017

5,973

KEY STATEMENTS (4) THE STATEMENT OF CHANGES IN EQUITY The Statement of changes in equity measures the change in our net wealth consisting of retained earnings, revaluations of our asset base and reserves held for future capital works Council has incurred capital expenditure and capital loan repayments of $209.3m in the year (last year $202.7m), which were partially funded from amounts set aside in reserves, developer contributions, planned loan funding and provisions included in Council's rates charges. Amounts set aside in capital and operational reserves amounted to $196.3m in the current financial year (last year $108.7m). Part of reserves funds have been used to fund the $209.3m capital expenditure and loan redemptions incurred in the year. Funds collected in previous years may be used to fund operational projects or as capital funding to fund capital projects. The table below provides amounts set aside in reserves and to fund operations over the past five years:

5,024 2015

5,631

5,553

2017

2018

5,204 2016

2019

A portion of the community wealth is cash-backed by an appropriate level of reserves held to plan for future projects, which, with financial planning, can place less reliance on loan borrowing in meeting the needs of the community. Council's equity has increased by $420.0m over the past year (last year was a decrease of $77.8m) mainly due to increases in asset values.

KEY STATEMENTS (5) THE STATEMENT OF CASH FLOWS The Statement of Cash Flows identifies how Council received and spent its money during the year resulting in what cash is available at the end of the year. 2018 Results Opening balance

$319.7m

Plus cash received

$633.8m

Less cash spent Cash available at year end

74 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

($604.5m) $349.0m

PERFORMANCE REPORTING

What were the major sources of cash received and spent?

Cash available

2019

2018

$117.2m

$169.3m

â&#x20AC;&#x201C;

Purchase of assets (net)

($63.3m)

($106.8m)

Repayment of debts and interest

($24.6m)

($24.3m)

$29.3m

$38.2m

Net cash received from trading New loans

Net cash received/ (spent)

Cash received from trading has reduced slightly due to reductions in some revenue items and an increase in trade receivables over the year. Cash from operations will increase once receivable items are collected.

Mount Lindesay Hwy looking north from Stoney Camp Rd overpass. Photo by Chao Lee

While Council's current cash balance is $349.0m, it is important to note that this amount is restricted for specific purposes such as future capital works. Council started the financial year with $319.7m as current cash balance and ended with $349.0m. The increase is due to a positive cash inflow from operations less capital expenditure and the repayment of loans. Council has not undertaken any new borrowings during the financial year. Looking forward, Council's short and long term cash flows indicate that sufficient cash is available to meet recurring activities and capital expenditure.

Cash available ($m)

210,059

2015

242,709

2016

281,545

2017

319,700

2018

349,033

2019

75 Innovative, Dynamic, City of the Future

PERFORMANCE REPORTING

Sustainability measures Council's Corporate Plan identifies five priority focus areas:

Quality Lifestyles (QL) “As a welcoming city with a vibrant community spirit, residents of the City of Logan have a strong sense of belonging and our people feel safe. We have the social infrastructure to meet the needs of our diverse community and diversity in lifestyles. We support residents to engage in community life and lead healthy and active lifestyles.”

Conveniently Connected (CC) “Growth is managed using smart urban design, with the City of Logan interconnected by reliable and convenient transport network infrastructure across the city, and across regional boundaries. Places and spaces within our neighbourhoods are accessible and meet the pace of the

The priorities on the left, and the requirements of the Local Government Act 2009, emphasise the need for Council to maintain financial and infrastructure capital both for immediate and future use by the community. The Local Government Act 2009 s102 (2) states that “a local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long term.” There are three legislated financial sustainability measures: an asset sustainability ratio, a net financial liabilities ratio, and an operating surplus ratio. However, Council believes that additional measures and trend analyses provide a better indication of Council's financial sustainability and has added an interest cover ratio, a working capital ratio and an asset consumption ratio; and provided five year trends for each of the measures.

growing city.”

Economic Transformation (ET) “As home to South-East Queensland's next CBDs and niche suburban economies, the City of Logan offers unlimited potential, with diverse economic hubs for innovation, agribusiness, investment and emerging industry that attract a highly-skilled local workforce.”

Image and Identity (II) “As a smart, dynamic, city of the future, we have a tapestry of cultures immersed within urban and rural landscapes. The City of Logan thrives on food precincts, creative arts, heritage trails, manufacturing and logistics, and retail and commercial districts. We are all known for the diverse cultures and lifestyles on offer to our residents, visitors and business. Our people have access to recreational and artistic pursuits, vast open green spaces and smart urban design that enhance quality of life. Our image and identity attract families, visitors and city-shaping investment.”

Green and Renewable (GR) “Responsible urban planning in the City of Logan has protected rural living, our natural environment and green spaces. Covered with hectares of parkland and surrounded by waterbodies and waterways that meander through the city. Our mountain bike trails, walking tracks, and wetlands have bolstered our eco and adventure tourism sectors.”

76 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

An explanation is provided of each of the ratios below.

WHAT IS FINANCIAL CAPITAL AND INFRASTRUCTURE CAPITAL? Financial capital is the money used by Council to finance its operations. Without continued access to financial capital, Council would not be able to provide services to the community. Council needs to maintain sufficient long term financial capital to continue operating and does this by extensively planning its operations taking account of current and future asset maintenance, renewals, upgrades and expansions, as well as related operational costs required to service a growing city. Council's long term financial plan includes an assessment of Council's ability to borrow funds, access to grants and subsidies and future development contributions, which are used to finance the infrastructure required to support development in the city. Infrastructure capital refers to the physical assets that Council constructs and then maintains. All these assets need to be in a condition that provides a level of service acceptable to the community. Council's extensive maintenance, renewals and upgrade programs provide inter alia the roads, stormwater drainage, landfill, and water and sewerage assets necessary to service the city.

PERFORMANCE REPORTING

WHAT ARE THE MEASURES AND WHAT DO THEY MEAN?

2. Council infrastructure assets have very long useful lives often in excess of 100 years.

Sustainability measures focus on both the present and the future. Council presents long term financial sustainability measures, which are based on Council's budget and long term planning processes, in its annual report. Council also presents short term financial sustainability measures in its annual report and repeats these measures including trend analyses and explanations in its Community Financial Report.

Infrastructure assets do not wear out uniformly over their lives and are not replaced uniformly either. The ratio does not take account of Council's long term asset management and financial plans, which include estimates of when infrastructure assets will be replaced, the future costs of these replacements and how they will be funded.

The key financial sustainability measures used by Council are described below:

Sustainability measures required by legislation The three financial sustainability measures required by the Local Government Regulation (2012) are:

THE ASSET SUSTAINABILITY RATIO The asset sustainability ratio is an approximation of the extent to which the property, plant and equipment (PPE) assets managed by Council are being replaced as these reach the end of their useful lives. The ratio is calculated as the value of PPE renewals capital expenditure divided by PPE depreciation expense. The theory is that depreciation expense represents the extent that an asset has "worn out" over the financial year while renewals capital expenditure represents the extent that the worn out portion has been replaced. The ratio should be read in conjunction with Council's long term forecasts and financial planning. The following additional information should be considered: 1. The majority of Council PPE is comprised of infrastructure assets.

The asset sustainability ratio was introduced in 2012 and Council has provided a fiveyear trend analysis over the periods 2015â&#x20AC;&#x201C;2019 on the right:

3. Council's depreciation is mainly based on a straightline methodology. Council road pavement depreciation is based on asset condition assessments and measures of other factors that affect asset consumption (e.g. road traffic and weather), undertaken progressively over the lives of the assets and would more accurately approximate actual depreciation, while for other infrastructure assets depreciation is determined mainly using a straight-line depreciation methodology. Council is actively reviewing depreciation methodologies for other infrastructure assets, which could lead to a change in depreciation expense in the future, as the methodology will take account of the stage of life and asset consumption factors including the condition of the asset to determine the rate of depreciation. 4. Council's assets are â&#x20AC;&#x153;relatively newâ&#x20AC;? and are well maintained. Newer and well-maintained assets tend to depreciate at a slower rate. Inclusion of Council's extensive maintenance expenditures would provide a more accurate determination of asset sustainability. For example, where a road surface is allowed to deteriorate, other road components (e.g. the road base and earthworks) would deteriorate at a faster rate than where there is a well-maintained road surface.

2015

2016

2017

2018

2019

Asset renewals

$63.8m

$71.8m

$76.3m

$84.7m

$73.1m

Depreciation

$91.9m

$83.1m

$88.3m

$91.6m

$98.0m

69.40%

86.40%

86.43%

92.47%

74.57%

Ratio

77 Innovative, Dynamic, City of the Future

PERFORMANCE REPORTING

The ratio is based on buildings, infrastructure and facilities assets. Plant and equipment and intangible assets are excluded. A long term acceptable target is a ratio greater than 90%. Council's current average asset sustainability ratio over the past four years is 84.94% and it is expected that the ratio will increase as infrastructure assets begin to age. The ratio should also be read in conjunction with the factors mentioned above to obtain a clearer measure of asset sustainability.

The asset sustainability ratio (%) 86.4

86.4

92.4

2016

2017

2018

74.6

69.4

2015

2019

THE NET FINANCIAL LIABILITIES RATIO The net financial liabilities ratio measures the extent to which net financial liabilities can be serviced by operating revenues, and is a short term liquidity measure.

The ratio indicates that Council is well placed to meet its financial obligations. While total liabilities exceeded current assets in 2015, this was as a result of short term borrowings transferred from Council's previous water business, AllConnex Water (AW). In the past four years, a reduction in borrowings has resulted in current assets exceeding total liabilities resulting in a (desirable) negative ratio. Council has a long term financial plan in place that caters for short and long term cash commitments. The Department of Local Government and Planning's Financial Management (Sustainability) Guideline 2011 states that â&#x20AC;&#x153;a ratio of less than zero (negative) indicates that the current assets exceed total liabilities and therefore the local government appears to have significant financial capability to increase its loan borrowings if necessaryâ&#x20AC;?. The above comment endorses Council's strategy to reduce high-interest rate borrowings and maintain low levels of borrowings in anticipation of future infrastructure assets replacement expenditures.

Net financial liabilities (assets) ratio (%) 6.94% 2016

The ratio determines how well placed Council is to pay its liabilities out of current operating revenue and is calculated as the value of net financial liabilities/(assets) divided by operating revenue. Net financial liabilities/ (assets) are calculated as total liabilities minus current assets and a negative ratio is a positive measure meaning that Council's current assets exceed total liabilities.

2015

2017

2018

2019

-1.12% -13.24%

-19.57% -31.66%

This ratio does not take account of liability repayment periods, which include longer term borrowings. A more accurate measure of short term liquidity is provided through the working capital ratio which compares current assets to current liabilities rather than all liabilities, and is presented in the body of this report. Council has provided a net financial liability trend below over the past five years and a forecasted ratio is also presented in Council's annual report.

Net financial liabilities (assets) ratio $m

2015

2016

2017

2018

2019

Current assets

$323.1m

$351.5m

$356.9m

$393.5m

$467.7m

Total liabilities

$354.4m

$346.3m

$292.9m

$293.5m

$301.7m

$31.3m

($5.1m)

($64.0m)

($100.0m)

($166.0m)

$450.2m

$460.7m

$483.2m

$510.9m

$524.4m

6.9%

(1.1%)

(13.2%)

(19.6%)

(31.7%)

Net financial liabilities (assets) Operating revenues Ratio

78 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

PERFORMANCE REPORTING

THE OPERATING SURPLUS RATIO The operating surplus ratio measures the extent to which revenues raised to cover operational expenses only are available for capital funding and other purposes and is calculated as net operating result (presented in the income statement) divided by operating revenue.

Council incurred an operating surplus in the financial year maintaining a positive trend that commenced in 2014.

Operating surplus (deficit) ratio (%) 6.9

6.65

A positive ratio indicates that surplus revenue is available. A negative ratio indicates an operating deficit, which is considered not sustainable in the long term.

6.48

6.22

2.14

Council has provided an operating surplus (deficit) trend below over the past five years and a forecasted ratio is also presented in Council's annual report.

2015

2016

2017

2018

2019

Operating surplus (deficit) ratio

Operating revenues Net result Ratio

2015

2016

2017

2018

2019

$450.2m

$460.7m

$483.2m

$510.9m

$524.4m

$31.1m

$30.6m

$31.3m

$31.8m

$11.2m

6.9%

6.6%

6.5%

6.2%

2.1%

The M1 intersecting Springwood and Slacks Creek at sunset. Photo by Ian Hinrichsen

79 Innovative, Dynamic, City of the Future

PERFORMANCE REPORTING

Lake Dennis Park. Photo by Ron Coutts

Additional sustainability measures presented by Council

*Note: Council has experienced an improved interest cover ratio over the past few years indicating that Council has extensive facility for future borrowing to fund capital replacement and renewal. During the current year Council has earned more in interest revenue than it has incurred in interest expense meaning that other operating revenue has not been required to meet interest expense payments. The positive net interest position is due to the early repayment of high interest cost borrowings in 2017 and no new borrowings over the past two years.

INTEREST COVER RATIO The interest cover ratio is an important short term liquidity measure and provides a measure of the extent to which operating revenues are committed (locked in) to funding the interest expense on current loan borrowings and leases. A low interest coverage ratio indicates that a large portion of current operating revenues is being used to fund finance charges associated with borrowings and that potentially a council may not be able to meet its interest commitments.

Interest coverage ratio (times) 729

A low interest cover ratio may also mean a restriction on future borrowings and as such is an important sustainability measure. The ratio is calculated as operating revenue divided by net interest expense (revenue). Net interest expense (revenue) is interest expense minus interest revenue.

118

180

215

2015

2016

2017

2019 2018

-795

Council has provided an interest cover trend below over the past five years.

Interest cover ratio 2015

2016

2017

2018

2019

Interest expense

$12.0m

$13.2m

$12.9m

$10.9m

$10.2m

Interest revenue

$8.2m

$10.7m

$10.6m

$10.2m

$10.8m

Net interest expense (revenue)

$3.8m

$2.5m

$2.3m

$0.7m

($0.6m)

$450.2m

$460.7m

$483.2m

$510.9m

$524.4m

118

180

215

729

See note*

Operating revenues Ratio

80 2018/2019 LOGAN CITY COUNCIL ANNUAL REPORT

PERFORMANCE REPORTING

WORKING CAPITAL RATIO The working capital ratio, which is 3.51:1 (last year 3.52:1) , is already presented under Council's liquidity measures and commentary above and is not repeated here. The measure provides an indication of the excess of Council's current assets over current liabilities. A ratio in excess of 1:1 is a strong indicator of short term financial sustainability.

Council's asset consumption ratio has been consistent at an average of 68.2% over the past five years. This indicates that Council is adequately replacing assets as they run out and has undertaken sufficient maintenance works to maintain service delivery.

Asset consumption ratio (%) 70.1

69.5 68.5

ASSET CONSUMPTION RATIO The asset consumption ratio is a measure of the written down value (WDV) of depreciable assets to their â&#x20AC;&#x153;as newâ&#x20AC;? value at up-to-date prices and highlights the average aged condition of non-current assets.

66.6

66.4

2015

2016

2017

2018

2019

The ratio is dependent on the depreciation methodologies used for assets (see asset sustainability ratio comments); and is calculated as the written down value of PPE assets divided by the gross current replacement cost of PPE assets. The ratio indicates the average extent of asset service potential remaining in PPE assets at the reporting date, and a high ratio indicates that assets are still new. Council has tabled an asset consumption trend below over the past five years. PPE assets are depreciable assets only and so exclude land, and earthworks. Plant & Equipment assets have also been excluded.

Asset consumption ratio 2015

2016

2017

2018

2019

PPE WDV

$3,594m

$3,677m

$4,223m

$3,844m

$4,309

PPE gross

$5,416m

$5,370m

$6,074m

$5,769m

$6,150

66.4%

68.5%

69.5%

66.6%

70.1%

Ratio

81 Innovative, Dynamic, City of the Future

PERFORMANCE REPORTING

SUMMARY: Council ended the 2019 financial year in a sound financial position. Our current position provides the building blocks for stability that our long term financial strategy provides for and allows Council to meet its future obligations and demands of our community in the foreseeable future.

Logan River. Photo by James McGregor

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PERFORMANCE REPORTING

Taking a holistic approach to sustainability With a drive to be an Innovative, Dynamic, City of the Future, we are managing our growth and operations responsibly in order to deliver long-term value for the City of Logan. Logan City Council seeks to be a sustainable organisation to promote quality of life and wellbeing for the community, which are key links to nurturing cohesive communities, ecological health, economic vitality, intergenerational equity, access to resources and the fair distribution of wealth.

ENVIRONMENTAL SUSTAINABILITY

For our residents, sustainability is about changing behaviours, attitudes and values that lead to living and working in a way that maintains and improves existing social, economic and environmental resources. At the business level, sustainability is about producing and/or delivering a product to maintain and enhance economic viability—in a way that promotes positive impacts on the environment and community. At the local government level, sustainability is about setting policy directions to promote sustainable practices in the way we manage the city.

This Annual Report is printed on Ball & Doggett Extract—an initiative using paper from recycled coffee cups. 90 per cent of waste from each cup is turned into Forest Stewardship Council (FSC) certified paper fibre. The remaining 10 per cent, which is plastic, is used elsewhere. About 2.7 million disposable coffee cups are consumed every day in Australia, with fewer than one in 400 being recycled. Through the use of this paper we aim to inspire better awareness of waste and its impact on the environment.

At Council, we have developed a range of initiatives to embed sustainability in our strategic direction. These are grouped in four pillars of sustainability:

Environmental sustainability recognises the importance of the environment on the long-term sustainability of all communities. The interconnectivity between the health of the environment and the economic and social health of communities is profound. It is in this context that Council has delivered and promoted a range of environmental initiatives.

Logan has seven community gardens where residents gather, learn about gardening and connect with people over shared interests

• Environmental sustainability • Economic sustainability • Social sustainability • *Financial Sustainability *Financial Sustainability is covered in our Community Financial Report on page 67.

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To support Environmental Sustainability in the 2018/2019 financial year we have: • mapped approximately 86km of the Albert and Logan Rivers river beds for fish habitat • conducted more than 3,000 wildlife rescues via the Logan RSPCA Wildlife Ambulance • planted more than 39,000 plants and trees across the city • maintained 18,440 trees across 17.59ha across nine sites that were planted through offsets in previous years • Produced up to 350 kilowatts from solar PV systems installed at five Council facilities • Amount of carbon to be saved by solar installations – Over the first year of operation these systems will save an estimated 351 tonnes of CO2 emissions • planted 80 Birdwing butterfly vines in City of Logan parks • provided 5,130 plants to the community covering approximately four hectares of waterway vegetation under restoration. • awarded 37 new EnviroGrants – Successful projects were awarded across the city for environmental projects, research, partnerships and to wildlife carers – 4,750 plants were planted through the year by last year’s grant recipients • delivered over 70 environmental events and activities across the city • helped more than 2,800 customers resolve requests relating to public health, immunisation and environmental protection matters across the city • more than 52,000 tonnes of waste was collected and removed for resource recovery, recycling or reuse. Materials included: kerbside recycling, green waste, cardboard, scrap metal, e-waste and items for the Logan Recycling Market • safely disposed of more than 5.7 tonnes of materials that were dropped off at Council facilities for safe and proper disposal through our Household Chemical Drop-Off days • distributed a multi-lingual fact sheet on the correct use of garbage and recycling bins in order to improve the quality of recycled waste placed in industrial bins • recycled road surface pavements by grinding and crushing material in place for gravel road re-sheeting, shoulder maintenance, and the Gravel Road and Shoulder Sealing (GRASS) Program. This minimises the fill rates of Council's spoil sites and reduces the requirement to purchase "new" gravel.

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ENVIRONMENTAL SUSTAINABILITY HIGHLIGHT Making drinking water environmentally sustainable Council has harnessed the power of sun and salt in an Australian first solution for managing drinking water quality in a remote location. The multi-million dollar project at Round Mountain Reservoir in the City of Logan’s south west combines solar power, commercial battery storage and electro-chlorination technologies to maintain water quality for residents, 24 hours a day. The solution is safe, reliable and sustainable, and easily transferrable to other Councils and utilities operating in remote locations. Logan’s environmentally sustainable water quality project that provides water to our rapidly growing southern suburbs has received widespread industry acclaim, taking out: • Engineers Australia—Queensland Engineering Excellence Award • Australian Water Association (Qld)— Infrastructure Innovation Award • Institute of Public Works Engineering Australasia (Qld)—Innovation and Sustainability in Water: Projects under $5 million • Institute of Public Works Engineering Australasia (Qld)—Overall Project of the Year. The project was also highly commended at the 2019 Australian Water Awards. In an Australian first application, the project at Council’s Round Mountain Reservoir uses nothing more than sunlight for power and salt to purify drinking water via two electro-chlorination units. The installation is powered by 323 photovoltaic solar panels on the reservoir roof, generating 87kw of energy in peak periods. This system powers the electro-chlorination, water supply dosing and control processes, with excess energy stored in a Tesla Powerpack battery for 24-hour availability. The installation is totally self-sufficient and incorporates a cloud-based battery management system to balance energy

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demand and supply. It is sized to allow the water chlorination system to run non-stop in all weather. At full production, the system uses 1,000kg of salt a week. The project has attracted national interest from independent organisations such as the Climate Council, mainstream media and water, engineering and energy industry media. The project is being promoted to other Australian councils through the Climate Councilâ&#x20AC;&#x2122;s Cities Power Partnership, a free national program that encourages

knowledge-sharing between councils and provides a platform to share success stories with a national audience on energy efficiency, renewable energy and carbon offsetting. Its cost efficiency and success is changing the Australian water industry and is an ongoing demonstration of how Logan City Council is using renewable energy solutions to achieve water security, and reduce energy costs and greenhouse gas emissions.

The award-winning Round Mountain Reservoir treats drinking water in a sustainable way by using just two ingredientsâ&#x20AC;&#x201D;sunshine and salt

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ECONOMIC SUSTAINABILITY Economic sustainability is the ability of a local economy to support a level of economic production indefinitely. It is the ability of a local economy to drive local jobs growth and increase job containment while enabling stakeholders to leverage and maintain a standard of living and quality of life and wellbeing. Economic transformation is a new priority outlined in our new Corporate Plan 2017–2022. To support Economic Sustainability in the 2018/2019 financial year we have: • generated $89.7m through the promotion of the city, exceeding our target ($70m) for the year • created 533 new jobs, exceeding our target (500) for the year • delivered 65 business relevant workshops, well exceeding our target (15) for the year • implemented a ‘Buy Local’ policy that applies to all of Council’s procurement activities when procuring goods, services or the carrying out of works • delivered a values driven service to achieve best value for money to Council by working in partnership with our customers in the development of request for tender documents, providing best practice advice and guidance in the application of our new Buy Local and Social Procurement policies for a total of 23 Request for Tenders / Expression of Interests • updated our Corporate Contracts Management System—improving the online management of tenders and expressions of interest • made available over 1.4 million records of As Constructed Plans online as a free to Logan City Council customers. Previously customers had to pay a fee per plan in order to obtain a copy of the As Constructed Plan they required. Customers also had to wait up to five business days to receive a copy of their plan. Customers of this service now have 24/7 access to records and are able to download a free PDF of their required As Constructed Plan. This is the first free As Constructed Plans service in Australia and is an example of our commitment to make its information and services freely available to its customers.

ECONOMIC SUSTAINABILITY HIGHLIGHT Landmark infrastructure agreement delivers for Logan Logan ratepayers, and residents of Greater Flagstone and Yarrabilba in particular, will benefit from a landmark agreement between Logan City Council, the State Government and key developers. Under the 45-year deal, Yarrabilba and Greater Flagstone developers will contribute $1.2 billion to upgrade roads and deliver water and wastewater infrastructure to connect and service the two Priority Development Areas (PDAs). Logan City Council will also fund $1.2 billion towards the total cost of infrastructure, and this agreement is the largest infrastructure agreement of its type in Australia. It is estimated that more than 200,000 people will be living in Yarrabilba and Flagstone by 2066. The agreement provided the necessary funding framework to ensure the PDAs contributed funding to essential local government infrastructure required to service these emerging communities. This guarantees the roads, water supply and wastewater infrastructure needed to connect the emerging communities with the surrounding networks are delivered without placing an impost on Logan ratepayers. Nine key developers will contribute funding for the infrastructure through upfront charges, over and above their development costs within the PDAs. These two PDAs will deliver a substantial portion of the new housing needed in South-East Queensland over the next three to four decades. This historic agreement provides the foundation for these newly developed areas to continue to be thriving, well-serviced communities within the City of Logan. Under the agreement, 170km of council roads will be upgraded as well as the construction of two new wastewater treatment facilities.

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SOCIAL SUSTAINABILITY Social sustainability is focused on ensuring that our community has access to the services and resources it needs to ensure an adequate level of quality of life and personal wellbeing. Council facilitates access to a range of initiatives and resources to work towards achieving long term social sustainability. To support Social Sustainability in the 2018/2019 financial year we have: • hosted the refugee work experience and training program at our Plant Fleet Services Branch, assisting staff with understanding and recognising what discrimination is and can look like • delivered just under 7,000 vaccinations to the community of Logan through our Community Immunisation Program and our Outreach Vaccination Program • delivered just over 15,500 vaccinations to Year 7 and Year 10 children in Logan and Redland through the School Immunisation Program • delivered just over 900 vaccinations as part of Council’s staff and community influenza clinics • implemented initiatives to do business with suppliers who deliver “Best Value”. “Best Value” recognises the value over the entire lifetime of a product or service. For this policy, “Best Value” is a combination of: – Value for Money (VfM)—which is not about obtaining the cheapest quote, it is about achieving the best overall result for money spent – “Blended Value”—the ability to generate a blend of financial, social and environmental value. This policy is to apply where Council incorporates social benefits when procuring goods, services or the carrying out of works. The policy has already been included in 23 requests for tenders/expressions of interest • opened three new Community Immunisation Clinics in Yarrabilba, Flagstone and Greenbank • delivered the Birdies Treehouse book series through the First 5 Forever initiative, utilising funding from the Queensland Reconstruction Authority. This was in partnership with Queensland Health and in conjunction with Logan City Council Libraries.

SOCIAL SUSTAINABILITY HIGHLIGHTS Live Well Logan—Active and Healthy programs Giving residents the opportunity to get fit, healthy and improve their well-being has never been more important for Council and Australian communities in general. Many local residents face key challenges to improving their health and well-being. In October and November 2018, Council surveyed 914 adults and 264 children and youth to better understand the barriers towards physical activity. According to the Active Logan Participation Study 2018: • 29.2% of respondents told us that they don’t know what is available or how to get involved in physical activity • 20.7% of respondents think that there are no opportunities or facilities for physical activity in their area • 16.2% of respondents told us that there are no affordable options for physical activity in the area. Unhealthy weight gain is not just a challenge for Logan and Queensland, but for all of Australia. However, there is a higher prevalence of weight gain in Logan compared to the remainder of the State. To address the nation’s rising statistics, the Live Well Logan program was designed to provide a variety of free and low-cost active and healthy activities to improve the health and wellbeing of Logan residents. Live Well Logan began with 13 weekly sessions of physical activity in 2008. In just 10 years, Live Well Logan has grown into a holistic program that delivers 77 activities ranging from children’s activities, cooking and nutrition classes, fitness and sports, gardening workshops, gentle movement classes to wellness workshops. While some activities are one-off workshops, the majority of activities are delivered on a weekly basis, giving residents the opportunity to enjoy regular and recurring activities.

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The City of Logan also boasts 931 parks, six aquatic centres, three indoor sports facilities, three health and fitness centres, 187 community, sports and recreation facilities and vast tracts of green space.

Why did you or a dependant in your care join the activity? 23

Live Well Logan aims to address barriers that residents face in improving their health and well-being such as affordability, and so all activities are either free or lowcost and designed to suit everyone; regardless of age, gender, mobility or work schedule.

13 10 7 Improve health, fitness or wellbeing

The Results A summary of key outcomes for the Live Well Logan program in the 2018/2019 financial year include:

6,800

More than individuals participated in program activities

81%

of participants were female

77 activities delivered

17% of participants were male

17% of remaining participants chose not to identify their gender

24% of participants represent Logan’s Aboriginal and Torres Strait Island or culturally and linguistically diverse community

Word of mouth is the most commonly reported method of how participants heard about the program

A survey of 88 participants in September 2018 identified that participants joined a Live Well Logan activity to primarily improve health, fitness or wellbeing, but were also drawn to the program due to its value for money and affordability.

Meet new people

To have fun Value for Try money/ something affordability new

A one-stop shop for free and low-cost activities The 2018/2019 Live Well Logan program is the first booklet to promote other health and well-being activities occurring in the City, which are free and low cost (up to $5 per person). Community organisations and businesses were invited to apply for free promotion in the program booklet by completing an application form. Based on this 36 free and low-cost activities were promoted within the booklet, plus six parkruns, eight Heart Foundation Walking groups and six community gardens across the City.

Testimonial Ann Boon, the instructor for Live Well Logan’s Nia Dance class, provided a testimonial to Council highlighting how the program has changed the life of one of her participants. This class is only $5 per person and runs weekly throughout the year. “For me the most noticeable transformation is in one girl who comes with her carer from First Disability Respite and Activity Centre in Eagleby. At the beginning of 2018 when she first joined Nia classes, she would sit without visibly participating. Throughout the class she would make no eye-contact, nor speak to anyone. Her carer told me she did no other form of exercise, was socially withdrawn and refused to go anywhere without her brother. One day he was unable to come, but by then, she had formed a bond of trust with ‘Nia fitness’ as she calls it and told her carer she still wanted to come. Since that day she has grown so much. She now comes straight to me before class, smiles, says hello and gives me the money herself. Then she goes to the cupboard and gets five chairs out for those who want to sit. When class starts she stands in the middle of the room, in the middle of everyone, smiling, shimmying, connecting and sounding. She has gone from keeping herself separate from the group to being at the centre. And she is such an example of joy to us all.”

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Ann Boon (instructor) with participants of Live Well Logan's Nia Dance class in Beenleigh

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Where to from here? As Logan's population grows, the need for more affordable active and healthy programs also grows.

PRIORITY 1: PROGRAM MORE GENTLE MOVEMENT ACTIVITIES Through a partnership with the Logan Hospital, it had been identified that there is a significant need for more ‘gentle movement’ type programs. Physiotherapists at the Logan Hospital have expressed their desire for the Live Well Logan program to include: • More gentle exercise classes; • Disability-specific activities; • More wellness activities; and • Physical activity classes includes a social aspect among participants to decrease isolation and loneliness. In 2018/2019, Live Well Logan funded 28 activities in the ‘gentle movement’ section of the Live Well Logan program, including aqua aerobics, yoga, tai chi and gentle exercise classes for those recovering or living with long-term health conditions. Direct feedback from the Logan Hospital and community engagement with Logan patients has led to an increase of 41 funded activities in the ‘gentle movement’ section of the 2019/2020 program.

PRIORITY 2: INCREASE MALE PARTICIPATION

These statistics were utilised in the development of the 2019/20 program of Live Well Logan with the intent to increase male participation through targeted marketing and activities.

PRIORITY 3: AN ONLINE BOOKING SYSTEM Further feedback through community engagement from participants and service providers has also identified the need for a streamlined online booking system to make it easier than ever for residents to participate in active and healthy programs.

CONCLUSION: Participant feedback, online surveys and research studies have identified that in order to combat unhealthy weight gain and increase well-being, Council needs to be committed to providing affordable and accessible active and healthy programs for residents. Council is dedicated to obtaining community feedback from attending events and conducting surveys to directly inform programming, and to ensuring an adequate distribution of activities across the City. In keeping in line with Council's commitment to social sustainability, the Live Well Logan program has grown and adapted to ensure that residents have an adequate quality of life and personal well-being. To view the full list of activities and what is available in your area, please visit: logan.qld.gov.au/livewell

Through participant statistics, it has been identified that Live Well Logan is predominately attended by females and that only 17% of participants were male.

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Live Well Logan cooking class

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Road and Water Infrastructure Directorate summary The Road and Water Infrastructure Directorate combines the planning, design, construction and ongoing maintenance of roads, drainage, bridges, footpaths, cycle paths, water and wastewater infrastructure. Disaster management planning and response also sits under this directorate.

LOOKING BACK

BRANCHES

Reservoir renewals is just one part of a multi-million dollar water infrastructure renewals program across Logan in 2018/2019 which featured:

• Disaster Management* • Road Construction and Maintenance • Road Infrastructure Delivery • Road Infrastructure Planning • Water Business • Water Infrastructure • Water Operations *The Disaster Management Program does not sit within a branch, but reports directly to the Director of Road and Water Infrastructure.

CORE SERVICES • Building organisation and community capability to prepare for, respond to, and recover from disaster events that impact the city • Specialist engineering advice • Infrastructure planning, design, construction and maintenance of roads, drainage, bridges, footpaths and cyclepaths • Land surveying, mapping and aerial photography • Road and drainage contract management • Transport planning • Road safety coordination • Traffic operations • Flood and stormwater planning • Provision of a potable water supply • Collecting, treating and disposing of wastewater • Future planning, design and construction of new water and wastewater infrastructure • Management and maintenance of all water and wastewater network assets

Maintaining our water infrastructure Council’s water reservoir renewals program works includes safety improvements and water supply infrastructure upgrades at reservoirs across Logan City.

• replacing ageing water meters • maintaining water hydrants • relining wastewater pipelines and maintenance holes • replacing ageing water mains and fittings • improving water reservoirs • upgrading wastewater pump stations • upgrading wastewater treatment plants Council has invested significantly into improving the Hillcrest reservoir complex over the past two years to maintain a reliable, safe drinking water supply for residents. The complex provides drinking water to almost 54,000 people in Browns Plains, Hillcrest, Forestdale, Boronia Heights, Regents Park, Heritage Park and Park Ridge. It includes two, 20 million litre ground level storage reservoirs, a major water pump station and the iconic Wineglass reservoir. The Wineglass is a 35m high tower-style reservoir which holds a million litres of water and is known for its ‘champagne bubble’ feature lighting at night. Bulk water is delivered to the reservoir from two sources: a Kuraby water main from the north and the Southern Regional Water Pipeline from the west (both operated by Seqwater). The water pump station on the site can deliver up to 500 litres of water per second to the Wineglass, filling it every 45 minutes under normal operations. The pump station was recently upgraded with four new 110kw pumps and variable speed drives, new switchboards and other infrastructure.

• Road asset management

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When the Wineglass is off-line for maintenance, the pump station can deliver drinking water directly into the water network. This was the case in October and November 2018 when the Wineglass was fitted with a new roof—a major exercise involving a large crane and floating work pontoons inside the reservoir. To prepare for this, a rescue training exercise involving the Queensland Fire and Emergency Services was conducted at the Wineglass in September 2018. One of the two ground level reservoirs in the complex was also fitted with a new roof this year as well as new access stairs, platforms and other safety features. To ensure that all community members receive high quality water from the complex, there is a chlorination facility on site to boost chlorine levels in the bulk water supply. The pump station has a dedicated 11,000v Energex power supply for normal operations, and a 660kva standby generator to keep the pumps working during extended power outages.

Flooded Road Safe Warning System Flash flooding impacts roads within the City of Logan, particularly during major weather events. Swift water rescues are often required, particularly when vehicles are driven inadvertently into flooded road crossings at night, resulting in loss of life or serious injury. To combat the problem, the Road Construction and Maintenance branch teamed up with researchers from Griffith University and Substation33, a social enterprise of Youth and Family Services (YFS), to develop an innovative, sustainable and low-cost warning system for installation at flooded road crossings within the City of Logan. As a result of the collaboration, the Flooded Road Smart Warning System (FRSWS) came to fruition. The FRSWS provides automatically activated warning signs, powered by recycled laptop batteries with solar recharging. When activated by rising water levels they flash the words “Road Flooded” on each approach to a flooded road crossing. The system also sends data feeds to Council’s Disaster Dashboard, which updates the Flood Warning Signs status on the interactive mapping. The result is a system that greatly reduces the need for Council staff to erect temporary warning signs during hazardous conditions, the risk of vehicles being driven into floodwaters and the need for emergency services personnel to perform rescues to retrieve people from floodwaters. Council has applied for grant funding to allow more of the signs to be installed at other high-risk road crossings within Logan. Roof replacement at the Wineglass Reservoir, Hillcrest

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Aerial view of the new 6ML water reservoir at Travis Road reservoir complex

Water Supply for Yarrabilba and Logan Village The Travis Road reservoir complex, located in the south-western corner of Logan Village, provides drinking water for the Yarrabilba PDA and parts of Logan Village. Previous planning identified that an additional 12 megalitres (ML) of water storage would be required at the Travis Road Reservoir site to meet future growth in the area. Economic Development Queensland commissioned Council to augment the existing 3ML reservoir at Travis Road with an additional two 6ML reservoirs. The first 6ML reservoir was delivered in 2018/2019 and the second 6ML reservoir is expected to be delivered by around 2031 (depending on population growth). The scope of the recent project included construction of a new 34m diameter, seven metre high concrete reservoir, with a reinforced concrete floor and tilt-up concrete wall panels.

Works included: • Design and construction of a 6ML reservoir • Earthworks for two 6ML reservoirs including creating a pad ready for the second reservoir to be constructed in future • Connection pipework to the existing inlet and outlet mains (with allowances for future pipework) • Installation of an access road and associated earthworks • Modifications to electrical, chlorination and solar energy controls This major project came with significant challenges including extensive excavation and rock breaking (with 19,500m3 cut and 17,660m3 of fill), and stabilization of a large embankment (1,085m2 of exposed rock face). The project took approximately 34,500 working hours with no lost time injuries and no significant environmental impacts.

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SAFEROADS4LOGAN Logan’s Road Safety program, SAFEROADS4LOGAN, is a strong partnership between Council’s Traffic Section, the Queensland Police Service (Road Policing Unit, Forensic Crash Unit, Police Tactician and various police stations throughout the City) and the Department of Transport and Main Roads. The partnership aims to coordinate and deliver practical community engagement, enforcement and education. The program delivered a range of activities in 2018/2019 which included:

LOOKING FORWARD What's coming up in the next 12–18 months? • Deliver high priority flood study updates including the Logan and Albert River Flood Study and Quinzeh Creek Flood Study. • Deliver Smart Cities and Suburbs initiatives to explore the application of smart technology to enhance community flood resilience. • Starting construction on the following projects: – New Beith Road Stage 3 (Citrine Street to Pub Land

• safety at schools

roundabout), Greenbank.

• Council’s Pace Car program

– Chambers Flat Road Upgrade (Mt Lindesay

• cycling safety

Highway to Kings Way), Chambers Flat.

• motorcycle safety education and enforcement

– Station Road/Jellicoe Street intersection upgrade,

• seniors education on failing health and caravanning

Loganlea. – Jedfire Street extension/Doug White Drive

• drug and tobacco abuse

construction, Park Ridge.

• child restraint safety and education

– Dryandra Drive catchment master drainage works,

• Queensland Street Smart activities

Eagleby.

• programs for anti-social driving behaviour

– Camena Street catchment master drainage works, Shailer Park.

• speed management

– Chambers Flat Road shared footpath project,

• use of seatbelts and restraints as well as distracted driving • use of social media to raise awareness • provision of traffic intelligence to the Queensland Police Service (QPS) along with Council’s City Safe Camera program. There was a focus this year on distracted driving behaviour with QPS acquiring a driving simulator for education purposes, funded through Department of Transport and Main Roads Community Road Safety Grants. This program, Drive 2n2, is coordinated between the QPS Road Policing Unit and Council’s Traffic Section. Our signature events delivered the Queensland Road Safety Week in August, and both the Fatality Free Friday and National Road Safety Week in May, which enabled Logan to participate nationally in education and awareness programs.

Kingston to Marsden. • Completing construction works on the Third Avenue/ Wembley Road intersection upgrade, Berrinba. • Commencing preliminary design on Stages 1 and 2 of the Woodlands Drive catchment master drainage project. • Installation of 55 Flooded Road Safe Warning Systems at high risk flooded road sites. • Delivery of Phase 1 of Strategic Asset Management and Maintenance System (SAMMS) for Roads. • Trialling the use of recycled concrete products in road pavement construction. • Developing a strategic direction for Council-owned fill sites. • Undertaking a comprehensive review of the Road Maintenance program, including preparing a service catalogue. • Developing a master plan for Marsden Depot.

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Community Services Directorate summary The Community Services Directorate develops and delivers services, facilities and programs that are designed to enhance the quality of life for Logan residents. It achieves this by collaborating with key stakeholders across other levels of government, community agency partners and the broader City of Logan community.

BRANCHES • City Standards and Animal Care • Community Services • Customer Experience and Community Engagement • Libraries and Creative Industries • Marketing and Events • Media • Parks • Sport, Leisure and Facilities

CORE SERVICES • Marketing & Events provide full service marketing advisory support (campaigns, design and digital), City Image campaigns, event service delivery, sponsorship programs and actively engage an events attraction program • Animal Care—promoting responsible pet ownership, reuniting pets with their owners, rehoming cats and dogs, animal public safety and nuisance response services • Graffiti removal services and preventive actions to deter graffiti and tagging

• Community parking regulation response and enforcement • Social planning including identifying community needs, examining the social impacts of development, and design strategies to enhance and benefit the community • Community development initiatives, including providing advice and support to community groups and organisations to assist in implementing a variety of programs • Community-based safety and crime-prevention initiatives including the Logan Safety Camera Program • Customer service delivery via Council’s service centres, contact centre, and digital and online service channels including Council’s website and social media feeds • Community engagement including forums, workshops, surveys, market and customer research • Library and creative industry services, including arts and public art programs, history and local heritage resources, community learning and support programs • Libraries, Logan Art Gallery and Mayes Cottage management • Facilities planning, construction, maintenance and management, including community venues, aquatic centres and sports facilities • Logan Entertainment Centre and Beenleigh Events Centre management • Planning, construction, management and maintenance of parks, natural areas, cemeteries and road reserve vegetation.

• Amenity and safety regulation on public places and residential premises • Biosecurity services in pest animal and weed management and vector (mosquito) control services

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LOOKING BACK Hive Coworking Spaces In February 2019, Logan City Council Libraries opened Hive coworking spaces to meet the needs of people in business, starting out in business or working independently. Located at Logan Central and Logan West Libraries, the Hives provide functional and flexible spaces to create an environment that encourages networking and collaborative work opportunities. The spaces have Wi-Fi, interactive smart screens and flexible furniture and host regular business and innovation programs. The Hive space at Logan West Library also houses a design studio that provides the community with free access to the Adobe suite of design tools. Online users can access digital business resources and information about starting, growing and managing a small business through the Libraryâ&#x20AC;&#x2122;s Hive Online webpage (loganlibraries.org/business). In the first five months, the Hives hosted 55 business programs attended by 340 people. Support was also provided by the Logan Office of Economic Development (LOED) which provided scheduled visitations and referrals to free and low-cost business support services.

Total number of visitors at Council Libraries and Creative Industries Venues

1,701,563

Mayes Cottage

19,478 1,827

17,923 3,157

21,455 4,393

19,704 2,114

1,671,425

1,721,339

Logan Art Gallery

16,931 1,871

1,663,296

1,673,952

Logan City Council Libraries

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

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Promoting our City We aim to ensure that the community has confidence in our organisation and our commitment to deliver value to the city. Situated between large neighbouring councils we strive to promote Logan as an Innovative, Dynamic, City of the Future. During the year our Media Team increased its efforts in creating video content to share across Council’s social media platforms to increase community engagement and create community inspired stories. Through the implementation of our 2019–2020 Communications Strategy, a greater number of media outlets have used our media releases as the basis for their stories. This resulted in an increased number of positive news stories about the City of Logan being generated in local and regional media. Initiatives and events are featured more regularly in local press and also metropolitan media such as Sunday Mail, Courier Mail and broadcast news including ABC 612, Nine News, 7 News and Network 10. Highlights this year include a successful media campaign for the Logan Eco Action (LEAF) festival, NAIDOC Week, Logan Sports Awards and destination/lifestyle pieces in Council Leader and Gold Coast Bulletin.

Television networks also increased their positive media reporting on Logan this year, covering an eSports tournament at Logan Metro and an inspirational story on a Logan program encouraging seniors to be active and healthy. As a result of these increased efforts, 2,989 stories mentioning Logan City Council were achieved, reaching a cumulative audience of more than 117 million people.

Events Attraction Events are an internationally recognised key economic driver and are a trigger for visitation and tourism. In the City of Logan they also have the potential to honour the region’s heritage, create social cohesion, convey the brand story, celebrate the city’s diversity and showcase our businesses and local expertise. Each year the region hosts more than 6,000 events and activations, generating millions of dollars in gross domestic product. This year Council enhanced its strategic events portfolio by piloting an Events Attraction Program through Sports Marketing Australia (SMA). SMA is a highly strategic Events Placement Program currently partnering with 53 councils throughout Australia.

Our entertainment and event centres hosted more than 400 events last year with approximately 77,000 people in attendance. Please see our website to see what events are coming up!

Inside the recording room at the Logan Entertainment Centre (LEC)

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In this highly competitive market, it is important for councils to actively pursue opportunities in the marketplace. Event owners are under a significant amount of resource pressure themselves and often choose to go with the most convenient and easiest option by placing it with SMA, which acts as a broker, using its existing relationships with councils to secure a mutually beneficial outcome. The program involves SMA proactively pursuing events for the councils they represent rather than passively relying on local clubs/associations or event owners to approach councils. Since entering the Program Pilot, Sports Marketing Australia has secured the following events for Logan City Council: • Australian Skateboarding League State Qualifier, Waller Park, Browns Plains

Sport and Recreation Planning Logan City Council’s Active Logan Strategy 2016–2028 sets the direction for the provision of sport, recreation and physical activity to support the diverse community to be active in Logan. The Active Logan Strategy 2016–2028 sets out three key outcomes—Active Spaces, Active People and Active Organisations. A key action outlined within the Active Spaces is to plan spaces to meet emerging community needs. In 2018, we endorsed five sports Master Plans. Each Master Plan details a long-term concept for the anticipated future needs of the community. To undertake the master planning process, Council appointed independent architectural consultants. These consultants undertook a detailed process including site analysis, consultation and needs analysis in order to develop a master plan (See diagram below).

• My Market Menu TV production series, Global Food Village, Woodridge • 2019 TRL (Touch Rugby League) State Championships, Bill Norris Oval, Beenleigh • PGA Trainee Championships, Windaroo Lakes Golf Course • 2019 Royal Rumble (Roller Derby), Mt Warren Indoor Sports Centre • 2019 Golf Queensland Boys' and Girls' Amateur State Championships, Carbrook Golf Course

STAGE 1

Site analysis and background research

STAGE 2

Consultation

STAGE 3

Needs analysis

STAGE 4

Draft Master Plan and community consultation

STAGE 5

Final endorsement

• 2019 Australian Ultimate Youth Championships • 2019 Australian National Roller Derby Championships (potential multi-year deal) Other events being considered by Logan City Council include: • PGA QLD State Championships • 2021 Squash Australian Junior Open • 2020 Squash Australia National Championships • 2020 Table Tennis National Senior & Youth and Para Championships • PBR (Professional Bull Riding) Monster Energy Tour • 2020 & 2021 Inline Hockey Australia National Championships Without being involved in the Events Attraction Program through Sports Marketing Australia, Logan City Council would not have been afforded the opportunity to attract any of the above events.

Using the results from these investigations and input via community engagement, the Master Plans will transform each site and provide a place for Logan residents to be active and healthy. We expect to develop these plans in stages over the next 10 to 20 years.

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The five Sport Master Plans include: CRONULLA PARK, SLACKS CREEK Key elements of the Council owned 10.2 hectare site of the Cronulla Park Master Plan include: • Main building with a PCYC, allied health and wellness facilities • Two AFL fields and a clubhouse • Recreation park with picnic shelters, fitness equipment, half court, bikeway, multi-activity space, seating, shading and toilet facilities • Car parking.

DAUTH PARK PRECINCT, BEENLEIGH The key elements of the Dauth Park Precinct Master Plan include: • Keeping the same user groups

• Expanding opportunities for the PCYC • More car parking • Improved signage • Improved pedestrian and cycle opportunities • Improved aesthetics to the open stormwater drainage south of Beenleigh Aquatic Centre.

LOWE OVAL, UNDERWOOD The key elements of the Lowe Oval Master Plan include: • Moving the AFL club to a different site • Redeveloping Logan North Aquatic and Fitness Centre building • New recreation park (current AFL oval) • New central plaza connecting the library, aquatic centre and recreation park • Car parking and access improvements.

• Expanding onto Beenleigh State High School land • Separating user groups to purpose built on site facilities

An artist’s impression of the planned development at Cronulla Park

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ROSIA PARK, PARK RIDGE

• Complete the Logan Gardens Water Play Project.

The key elements of the Rosia Park Master Plan include:

• Deliver the Corporate Website Transformation Project to build on the previous digitisation of services, optimising self-service capability and enhancing the customer experience by providing alternate channels of choice.

• Regional AFL facility with two ovals and a clubhouse • Cycling precinct with a criterium track, banked track, pump track and trials area • Skate bowl • Nature play area with toilets and picnic facilities • 5km of recreation trails • Pedestrian and bicycle access and plenty of car parking • Water sensitive urban design with the provision of a bio-retention basin • Protecting the biodiversity corridor • Fire management.

WATERFORD WEST DISTRICT SPORTS PARK, WATERFORD The key elements of the Waterford West District Sports Park Master Plan include:

• Deliver the Customer Research and Insights Project to gain improved capability for informed decision-making and business improvement identification. • Continued delivery and expansion of the Logan Safety Camera Program. • Continued integration of Council’s corporate CCTV cameras into the Logan Safety Camera Program Monitoring Room. • Continued implementation of the City of Logan Safe City Strategy and Action Plan 2016–2020. • Development of the new City of Logan Safe City Strategy and Action Plan 2021–2025. • Development of an annual Community Infrastructure Strategy Action Plan. • Development of a 10 year capital works program for community infrastructure.

• Café

• Continued progression of a funding and delivery model/framework for the affordability of community infrastructure.

• Recreation hub with table tennis and equipment hire

• Investigating how to measure the socio-economic value of community infrastructure.

• Adventure play area

• Implement the Community Development Action Plan 2019-2020.

• Water play area

• Pump track • Kick and throw area • Running loop and outdoor fitness hub • Multipurpose courts • Pedestrian connection to the schools • Keeping important vegetation.

LOOKING FORWARD What's coming up in the next 12–18 months? • Redevelopment for Kingston Butter Factory Outdoor Events Space and Cultural Precinct. • Complete construction of the Underwood Park multi-sport development. • Progress delivery of the new Cronulla Park Police Citizens’ Youth Club. • Complete the Doug Larsen BMX/Skate Park.

• Deliver the KRANK school holiday program 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. • Deliver the Live Well Logan program to provide opportunities for residents to participate in affordable and accessible physical activities and health and wellbeing programs. • Deliver Community Project Grants, which provide funding to community organisations, to deliver meaningful projects that respond to emerging community priorities and build the capacity of community organisations. • Deliver the Logan Live Music Month. • Deliver a detailed design for the 213 Queens Road Master Plan City Standards and Animal Care facility. • Complete the Indigenous Mural Art Work at the Chester Park Water Tower. • Continue to deliver the City of Logan Biosecurity Plan 2017–2022. • Continue to deliver the City of Logan Animal Care Strategy 2018–2022.

• Complete the Flagstone Water Play Project.

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Organisational Services Directorate summary The Organisational Services Directorate delivers services to support Council business units and city services including: property management, plant fleet services, finance, procurement, legislative requirements and human resourcing.

BRANCHES • Administration • Corporate Governance • Finance • Information Services • People and Culture

LOOKING BACK Council internships provide the opportunity of a lifetime Logan City Council is providing 10 young people from local Indigenous and Culturally and Linguistically Diverse communities with the opportunity to participate in the Youth Jobs PaTH internship program. The participants aged between 17 and 24 are gaining experience in Council’s libraries, business administration roles, working on live productions and hospitality at the Logan Entertainment Centre or gaining experience in boiler making and sheet metal fabrication.

• Plant Fleet Services

CORE SERVICES • Managing and maintaining Council facilities and buildings • Purchasing, tendering and contract management • Corporate property management, property acquisition and disposal

The program has three stages: providing employability skills training, work experience through an internship placement, and finally the opportunity to apply for traineeship or apprenticeships at the conclusion of the internship. The program is supported by state and federal governments and a range of local skills training providers and support network organisations.

• Corporate risk management and insurance • Financial management, including corporate budgeting, estimating and reporting, financial systems, financial accounting and rates administration • Internal audit, intergovernmental advocacy and grants and subsidies administration • Records management, legal services and Right to Information (RTI) and Information Privacy (IP) • Workforce management, including recruitment, training, workplace health and safety and workforce planning • Information Technology, including ICT planning, delivery and operations • Plant and fleet management, purchasing and repairs.

Supporting our Local Businesses and the Community Logan City Council proudly supports positive social outcomes for our community, embedding social procurement in the centre of our procurement practices with our Social Procurement Policy. Redefining value for money, this policy clearly recognises and considers social procurement as a key component in achieving best value and the positive outcomes that can be achieved by contributing back to the City of Logan community. Through the adoption of this policy we are able to support social outcomes through our procurement processes, including:

FOR PROCUREMENT (QUOTES) LESS THAN $220,000 INCL. GST Council proactively seeks opportunities to directly procure from Local Indigenous Businesses, Social Benefit Suppliers or Social Enterprises.

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Through the implementation of this policy we support our local businesses through our procurement processes by inviting quotations from local businesses for goods, services or works for contracts up to $219,999 or applying a mandatory 15 per cent Local Business weighting in Councils non-price evaluation criteria for all Request for Tender or Expression of Interest activity.

FOR PROCUREMENT (TENDERS) GREATER THAN $220,000 INCL. GST Council proactively seeks opportunities to include positive social benefits. This may include mandatory contractual requirement/s, a non-price percentage weighting or where value for money outcomes are equal, Council may give preference to suppliers that provide a direct benefit in achieving positive social outcomes for the City of Logan. Since our Social Procurement Policy was adopted, the average social benefit non-price percentage weighting has increased from 1% to 9% for invited Tenders/ Expressions of Interest. We further improved our procurement processes and support of local businesses through the adoption of our Buy Local Policy. Council plays a vital role in ensuring local businesses and industry are given every opportunity to compete for Councilâ&#x20AC;&#x2122;s business. By prioritising the use of local businesses we are putting our community first in creating and supporting quality local jobs that create genuine connections to the community and help to reduce long-term unemployment. Since our Buy Local Policy was adopted, the average local business percentage weighting in advertised requests for tenders has increased from 9% to 17% for invited Tenders/Expressions of Interest

Enabling Mobile Self Service We continually look to improve the way our customers interact with Council. This year we digitised 30 forms that our customers most commonly fill out when making a submission request, payment, or customer request. These made up 80 per cent of the submissions received from our customers.

IGNITE Youth Careers Expo The City of Logan IGNITE Youth Careers Expo provides the perfect opportunity for students, job seekers and career changers of all ages to connect with organisations for guidance, clarity and opportunities. Held at the start of the financial year up to 3,500 students from 24 schools across Logan and Brisbane attended, almost doubling last year's numbers. Almost 80 exhibitors provided guidance and advice on further study and career choices for current and future school leavers. Exhibitors include private and public employers, universities, technical trade educators, defence force recruiting, private education providers and student support services IGNITE is Councilâ&#x20AC;&#x2122;s way of ensuring that people have all the knowledge they need about the career pathways available to them, provided through a fun and interactive environment. With positive feedback from attendees and increasing numbers each year, IGNITE will look to extend its opening hours for future events to provide more students and parents the opportunity to attend the event together, as most schools are limited by resourcing for supervising the student numbers they can bring through. The schools also tend to bring through years 9 to 10, but there is high interest from parents and students alike in years 11 to 12 on our social media platforms. Continued support of this event from locally based sponsors such as Griffith University, The Maxima Group and Logan Jobs helps to open the door to new opportunities for our young people and it is rewarding to see the schools, sponsors and exhibitors continuing to show their support. Feedback from exhibitors and schools indicates we are delivering a great event and some of their suggestions align with changes we have already planned for 2019. This also indicates we are keeping it current and relevant and ensures the expo continues to provide what the community of Logan needs.

The forms were integrated into Council systems including CityWatch, as well as our City of Logan Mobile App. Users can now report issues and create requests via the mobile app as well as get access to property and parks information.

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2018 IGNITE Youth Careers Expo

LOOKING FORWARD What’s coming up in the next 12–18 months? • Governance Framework—Develop and implement a governance framework to promote best practice corporate governance. • Compliance Framework—Develop and implement a compliance framework to ensure effective and accountable governance. • Operation Belcarra—Stage 2 and beyond—Implement legislative change required to reduce the risk of corruption and improve equity, transparency, integrity and accountability in Council. • Councillor Induction—Develop and implement an induction program for councillors following the March 2020 elections, to assist councillors’ understanding of their responsibilities. • Health and Safety—Implement the Safety Culture Action Plan (SCAP) Branch Performance Scorecard to ensure management of safety obligations and develop key health and safety competencies. • Electoral Boundaries Review—Conduct the electoral boundaries review as required in preparation for the March 2020 local government elections. • Enterprise Content Management—Develop an enterprise content roadmap that will enable Council

to better leverage its information systems to deliver targeted services to the community. • Digitisation of Records—Implement the digitisation of records and storage management plan to meet Council’s digital strategy objectives. • Business paper solution—Implement a business papers solution for organisational, committee and Council meetings to streamline processes. • Internal Audit—Develop and implement a co-sourced internal audit program to support the current internal audit program. • Implementation of electronic pre-start inspections on fleet assets—improving operational efficiency and asset downtime, while meeting our legal obligations. • Sustainable fleet management strategies— Introduction of the first fully electric vehicles into Council fleet as per the Carbon Reduction and Strategy Action Plan. • Introduce a vehicle selection policy to enhance maintenance processes and provide a strategic approach to the procurement of passenger vehicles. • Develop a Digital strategy that will support the growing demand for customer centric services and improve efficiency through technology.

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Innovation and City Transformation Directorate summary Through a collaborative approach, the Innovation and City Transformation Directorate aims to establish next generation government by setting out a new strategic direction that will transform the City of Logan into an Innovative, Dynamic, City of the Future.

BRANCHES • Advocacy* • City Futures • Strategic Projects *The Advocacy Program does not sit within a branch, but reports directly to the Director of Innovation and City Transformation.

CORE SERVICES • Advocacy strategy and policy • City of Choice coordination • Regional collaboration and participation • Grants and subsidies coordination • Start-up and entrepreneurship business support • Smart City technologies • Internal Council collaboration support and coordination • Corporate strategy • Organisational planning • Project management advice and support • Performance development and reporting • Asset management governance • Asset information management • Facilitate the delivery of strategic projects • Innovation ecosystem and innovation hub development and support • Strategy development advice and support

LOOKING BACK Building Innovation and Entrepreneurship Advancing Regional Innovation Program (ARIP) is a three-year funding program supported by the Queensland Government. The program aims to turn our region into a thriving hub for innovation and enterprise. We have partnered with Griffith University and Redland City Council to deliver events and activities that help build a sustainable innovation culture and ecosystem in our local area through the upskilling of capabilities and creation of start-up businesses and new jobs. We support our region to become a place where both local and global businesses choose to invest and where our community can live, work and play. In 2018 the community launched INNOV8 Logan with support from Council to raise awareness and create interest in building Logan’s entrepreneurial ecosystem. The day showcased 20 local entrepreneurs and their businesses or product ideas. The launch event was attended by more than 350 people. INNOV8 Logan has been created as the city’s official virtual innovation hub, an online meeting place where the community can connect with others and find out more about innovation activities and events in Logan. The group hosts monthly community coffee and meetup events to build networks and partnerships and showcase Logan’s existing and upcoming talent. Monthly Meetup events have been created to showcase innovative entrepreneurs in Logan with topics that include software development, venture capital investment, e-waste recycling, and social enterprise and advanced manufacturing. The INNOV8 Logan leadership team includes entrepreneurs from local industry, social enterprise and tertiary education partners. In April 2019, QODE (pronounced ‘code’) showcased Queensland innovation and technology to a global audience. This inaugural event highlighted the strong innovation ecosystem developing in regions of Queensland, with more than 2,000 people attending the two day showcase. The QODE Expo included a Regional Innovation Showcase, showcasing the ARIP regions including Logan and Redland. Our regional delegation included seven Logan-based businesses that included one Indigenous business and one business played a support role to Equatorial Launch Australia for the planned NASA launches in Australia from 2020.

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The launch of INNOV8 at the Kingston Butter Factory

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Improving our Asset Management

WHAT IS THE BENEFIT TO THE COMMUNITY?

The Strategic Asset Management and Maintenance System (SAMMS) Project is a Council-wide transformational project which introduces improved processes and technologies to achieve the best performance from our city’s physical assets over the life of these assets. These assets range from roads and underground water infrastructure, to buildings and machinery, each requiring different levels of management and maintenance to meet performance requirements during their lifecycles. The increased amount and quality of data collected will provide better input into optimising asset maintenance and strategic long term capital project planning.

The delivery of SAMMS will enable a higher level of customer service to the Logan community where field staff will be able to respond more quickly to requests in real time, in the field, and prioritised more efficiently.

In 2018/2019 SAMMS achieved: • a new work order management system, fully integrated with Council’s financial system • improved and automated work orders, inspections and defect management including mobile working solutions for Logan Water Operations crews (private works, new services and wastewater) • customised dashboards for water supervisors to manage work within their teams • a single, centralised asset component register for water assets • improved procurement, inventory management, financial management and reporting • integration with Council’s Customer Service system for streamlined Work Order Management and integration with Council’s mapping system for locating assets. The project is looking to continue its successful delivery next year by: • completing the implementation into Water Network Maintenance, Mechanical and Electrical and Wastewater Treatment Plants. • moving into the next asset classes including Roads, Parks, Buildings and Land. • completing Phase One of the project.

Our Corporate Customer Service team will be able to provide more accurate information to customers upon request, rather than having to wait for paper-based forms to be processed in the system—as information is now readily available in real time.

CityStudio As a growing city, Logan faces its own set of unique challenges. At Council, we want to work with our community, and especially young people to respond to these challenges and build a better city together. In May 2018 Council endorsed a Licence Agreement with CityStudio Vancouver to introduce the CityStudio Logan co-creation model, in partnership with local high-schools and post-secondary education providers. Council staff, university students and community members co-created, designed and launched projects on the ground to improve our city and enrich our neighbourhoods, making Logan more liveable, sustainable and prosperous. Together they defined problems and created solutions, while improving student skills and retaining talent in Logan. CityStudio projects are experimental—some are turned into permanent solutions while others generate new experiments—all contributing towards developing and maintaining strong partnerships with our stakeholders. Since signing the licence agreement, we have run a series of CityStudio Logan pilot projects. One of these projects worked with 22 Masters students from the Queensland University of Technology (QUT) from architecture, landscape architecture, urban planning, and gaming innovation. Various concepts were developed to provide new ideas and inspiration for Council where students proposed master plans for Logan Central, the activation of Beenleigh Town Square, and investigated incentives for landowners to invest in building facades in Logan’s commercial areas. CityStudio worked with five young people from YMCA Kingston and the Ethnic Communities Council of Logan (ECCL) on enhancing the Global Food Markets site near Woodridge Station. YMCA operates a Vocational School for young people who have disengaged from

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mainstream education. The young people were guided by Council staff from Place Management and Tourism, their mentors and educators from YMCA, and an experienced urban designer to develop a beautification and enhancement concept for a site along Croydon Road. The resulting Pop-Up Street Lounge combined a plant sale, book nook and art display, and invited market visitors to the comfortable social space to play games, socialise, and enjoy an ice-cold water in the summer heat. Hobby gardeners in Council donated a variety of plants, Logan Libraries taught the team about the history of the site, and the Logan Recycling Market generously supported the project with resources. The five students developed their sense of confidence and accomplishment, increased their interpersonal skills and formed new friendships. In the second half of 2018/2019 we worked with two psychology undergraduate students from QUT to learn how Council can better engage with young people through the CityStudio Logan program. The focus was on identifying interests and passions of young people who have disengaged from education. With guidance from Council staff, the two students visited youth organisations in Logan, observed their activities and talked to their staff. They presented their results and proposed recommendations to key stakeholders engaging with youth across Council, which were received with great enthusiasm. The success of CityStudio will look to streamline how the program is delivered in Logan in the future, so that we can continue to deliver projects with increasing quality as the program progresses, providing a much stronger positive impact for the community. We have also expanded our network of education partners, focusing especially on local stakeholders.

LOOKING FORWARD What’s coming up in the next 12–18 months? • Deliver the Annual Action Plan to guide Advocacy Program priorities and activities for 2019/2020. • Prepare a project management plan and engagement plan for the next iteration of the Advocacy Strategy to ensure the organisation and wider community are able to contribute to the advocacy agenda in a meaningful way. • Coordinate the Fair Share 4 Logan website and social media platforms to engage with the community around advocacy priorities. • Drive policy change that delivers a benefit to the city through engagement, submissions and public comment. • Coordinate engagement with peak bodies in seeking to influence policy and investment decisions impacting local governments generally, the South-East Queensland Region and the City of Logan. • Support the Leadership Team to influence outcomes through industry connections and political advocacy. • Support Leadership Team members and working groups with research, policy development and administrative support to ensure 2019 objectives are met. • Coordinate grant submissions across the organisation to maximise opportunities to secure external funding from other levels of government. • Lead the innovation hub and innovation ecosystem development in Logan. • Implement key initiatives from the City Futures Strategy Implementation Plan • Complete implementation of Phase 1 of the SAMMS Project. • Develop a centre of excellence for project management. • Facilitate a business transformation approach in the organisation. • Support the new Council through the development and implementation of the Transition to Council Plan. • Facilitate the process for the development of a new Corporate Plan.

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Strategy and Sustainability Directorate summary The Strategy and Sustainability Directorate delivers development assessment, land use and building investigation, planning and infrastructure policy, economic development, public health, environment and waste services.

BRANCHES • Economic Development and Strategy • Health, Environment and Waste • Development Assessment

CORE SERVICES • To prepare and facilitate the implementation of planning, design, economic and infrastructure development, short and long-term policies and investment attraction activities to support Council’s corporate priorities and the strategic vision for the City of Logan. • Development assessment services, including building and plumbing, development application approvals and town planning advice. • Environmental health, including food business licensing, public health inspections and immunisation. • Natural environment, including waterways and catchment management, vegetation and biodiversity planning, community environmental education and carbon and energy management. • Investigations services including investigations relating to land use, building, plumbing and construction. • Waste and recycling, including waste collection, recycling and operation of waste and recycling facilities.

LOOKING BACK Meadowbrook Summit The Meadowbrook Summit was held in September 2018 to engage with key stakeholders, targeted industry representatives, local landowners, residents, businesses and developers to focus on stimulating healthcare investment and advancing tertiary education in the Meadowbrook area. A total of 22 actions and 40 initiatives from the summit were identified for implementation with the following recommended to be prioritised, both by Council and the precinct stakeholders: Four key strategic actions from the summit were identified which include: 1. Create an advisory group of key stakeholders. 2. Differentiate Meadowbrook from similar precincts and identify competitive advantages. 3. Facilitate development of private and complementary healthcare. 4. Improve strategic connectivity between key places. Eight key initiatives from the summit were identified which include: 1. New Loganlea Road pedestrian crossing between the Logan Hospital and Meadowbrook Woolworths Shopping Centre. 2. Transform Loganlea Road into a 'Healthy Street'. 3. Upgrade capacity of Loganlea Road. 4. Develop a car parking strategy. 5. Create a safer Meadowbrook. 6. Activation and events for Meadowbrook. 7. Advocate and facilitate the relocation/upgrade of the Loganlea Train Station. 8. Investigate incentives, such as infrastructure charge discounts, for targeted land uses from the health, research and education sectors. Prioritised projects, that can be implemented in the short term, subject to budget considerations, were endorsed by Council in April 2019.

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Delivering Excellence in Development Assessment Our Development Assessment Team delivered five initiatives this year, vastly improving our customer services within its Development Assessment processes. These include: • Our Mobility Program—branch investigators and plumbing inspectors now have access to Council information in the field, reducing the time for decisions to reach customers and improving our levels of customer service • Drainage Plans Online—we delivered an Australian first by providing a web portal for customers to access Council’s infrastructure information online • Employee Attributes Development Framework— we piloted a new position description initiative that facilitated the creation of a unique individual development plan which rewards individual achievement and excellence

• Drones technologies—we integrated drone technologies into our Development Assessment and inspection processes to improve decision making and information gathering • Real Time Reporting—we file reports that are updated hourly enabling management to move quickly to respond to increases in workload. As a result of improvements to our Development Assessment processes and customer service, our Council was awarded the 2018 Australian Business Award for Business Excellence.

Environmental Initiatives During the year we continued our focus on delivering environmental initiatives for the city through engagement with the community. Environmental activities and events were delivered year round with a total of 10,379 people attending events and volunteers planting 7,575 shrubs and trees in key areas around Logan's rivers and waterways.

Our Development Assessment team utilising drone technology as part of our inspection processes

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In 2018/2019 we delivered the following environmental events for the City of Logan: Event

Number of Participants

Find a Frog at Riverdale Park, Meadowbrook

Wildflowers Walk at Plunkett Conservation Park, Cedar Creek

Snake Awareness at Chambers Flat

Buzz on Bees at Eagleby Wetlands

Spring Mountain Forest Park Guided Walk at Spring Mountain

Slacks Creek Guided Walk at Slacks Creek

Logan Great Outdoor Play Day at Logan Central

Under the Trees at Mayes Cottage

200

Row the River at Waterford

Batty Halloween at Logan West Library

Rural Essentials at Jimboomba

Meet the Creepy Crawlies at Berrinba Wetlands

Night Creatures at Underwood Park

Park After Dark Nature Play at Doug Larsen Park

Nature Journaling for Kids at Reserve Park Nature Journaling at Reserve Park All Abilities Wetlands Walk with Photography Workshop at Eagleby Wetlands, Eagleby Fauna Forensics at Crestmead PCYC, Crestmead Conservation Incentives Program Celebration Day at Eagleby Wetlands, Eagleby

9 16 8 17 550

Belivah Creek Community Tree Planting Day at Belivah Creek, Belivah

Nature Journaling for Kids at Boronia Bushlands Reserve, Boronia

Nature Journaling at Boronia Bushlands Reserve, Boronia

Richmond Birdwing Butterfly Vine Planting Day at Noyer Park, Mt Warren Park

Logan Eco Action Festival at Griffith University Logan Campus, Meadowbrook

9,000

Rural Essentials Workshop at Munanjali Hall, Beaudesert

Marine and Mangroves Discovery Session at Berrinba Wetlands, Browns Plains

Walk Among the Birds at Eagleby Wetlands, Eagleby

Total

10, 379

For information about our environmental events and activities, please see the Environmental Activities and Events on our website.

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Rock Climbing is just one of the activities provided at our LEAF event

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Jimboomba Summit The Jimboomba Summit was held in March 2019 to engage with local landowners, residents, businesses and developers to identify challenges, potential solutions and opportunities to unlock the economic and place-making potential of the Jimboomba town centre. In addition to the summit, further engagement was undertaken through various channels to encourage participation and capture of ideas from a range of stakeholders. At the conclusion of the summit, more than 1,000 interactions were recorded, culminating in 19 key actions and 26 initiatives.

The following projects were recommended as key priorities that Council could action in the short term: • Decorative lighting: such as tree lighting, festoon lighting and programmable lighting along Cusack Lane • Pedestrianisation of Cusack Lane (For example raised road areas and reduced speeds) • More bespoke street furniture • Identification and activation of unused spaces for creative activities such as local artists • Increasing outdoor dining and reducing Council regulation where appropriate.

Jimboomba Summit was held at Cusack Lane in March 2019

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LOOKING FORWARD What’s coming up in the next 12–18 months? We will: • Establish an Urban Research and Modelling Unit (URMU). • Prepare and adopt Logan Government Infrastructure Plan (LGIP) v1.1. • Start preparing LGIPv2. • Develop the framework of a future Economic Development Strategy to replace current strategies expiring in 2021. • Undertake a review of the existing digital tools and marketing channels to assess effectiveness. • Enhance the Development Enquiry tool in the PD Hub to allow PD Online to be decommissioned and to provide more visual and interactive search and analysis/reporting features. • Plant an additional 8,000–10,000 trees and restore six hectares of riparian waterways under the Logan River Trees Program—Projection for 2019/2020. • Expand the Land for Wildlife and Habitat Connection with an additional 55 properties and 250ha of land managed for conservation to be registered by 30 June 2020. • EnviroGrants 2019/2020—funding for an additional 4,890 plantings. • Deliver more than 12 environmental events projects for 2019/2020. • Host Eco Forum—focusing on ‘Habitat Connections’, the September 2019 Logan Eco Forum, which is expected to attract 100 community members. • Develop a new Community Sharps Management Strategy. • Work with neighbouring local governments to promote the Eat Safe star rating program for food businesses, expanding on the existing "Let Your Stars Shine" campaign. • Deliver a contract commencement plan to the Health Environment and Waste (HEW) Manager for the Waste Collection Contract to ensure a successful transition into the commencement of Council's new waste collection service. • Deliver kerbside recyclables composition audits to determine the recyclables processing prices for January to December 2020.

• Undertake a review of the existing waste voucher scheme. • Conduct a branch mobility and in-field data capture review to identify processes and workflows suitable for digitisation through mobile device utilisation. • Deliver a report for management consideration on the Future Waste Infrastructure Network Options study to inform future waste planning. • Install additional waste segregation, storage infrastructure, facilities and services at Council transfer station facilities to divert recoverable waste from landfill and increase resource recovery. • Continue to investigate options for the management and recovery of resources from problematic waste (e.g. mattresses, solar panels, polystyrene) to divert these wastes from landfill. • Implement a Point of Sale system at the Logan Recycling Market Point to increase customer service and sales option, reduce queues and enable the collection of sales data for marketing analysis. • Integrate the Waste and Recycling Asset and Services Management Plan with Council’s Strategic Asset and Maintenance Management System (SAMMS) to ensure consistent management of assets across Council. • Review the Browns Plains Landfill revaluation and rehabilitation models to ensure financial accuracy. • Deliver the phased construction and operation of landfill cell 2E to provide for the continued deposit of waste at Browns Plains Landfill. • Elevate the Browns Plains Landfill leachate collection system risers to ensure that leachate can still be collected and removed from the landfill cells. • Deliver a report for Council’s consideration on the evaluation outcomes of the regional waste disposal and resource recovery to inform future waste management planning. • Ensure that Council is fully prepared to comply with the legislative, operational, registration, reporting and payment requirements of the Waste Reduction and Recycling (Waste Levy) and other Legislation Amendment Bill 2018. • Implement a marketing campaign promoting pool safety across the City of Logan to help maintain healthy and safe places and spaces for residents, businesses and visitors.

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Our priorities summary and performance scorecard OUR PERFORMANCE REPORTING PROCESS This annual report focuses on the six priorities outlined in Logan City Council’s Corporate Plan 2017–2022, which reflects the vision for the city and how Council plans to deliver this vision to the community.

the areas Council will concentrate on over the next five years. The following areas highlight the Corporate Plan’s priorities, and how Council delivered on these in the 2018/2019 financial year. Key

Priority

The important areas that will inform Council planning for the next five years. Priorities will be high level and have a city-wide focus.

Performance against our 2018/2019 Operational Plan is measured against project milestones and targets, which were set at the beginning of the financial year. This ensures meaningful and tangible quarterly operational performance reporting to Council and the community.

Priority Outcome

Describes what we hope to see if we are able to progress and deliver on commitments relating to the priority area.

Priorities for the city and organisation

Priority Focus Area

The targeted areas that will be given attention by the Council over the next five years. The annual Operational Plan will capture projects and Key Performance Indicators (KPIs) related to the priority focus areas.

Council’s strategy is outlined in the priorities listed in our annual Operational Plan, which details key projects and performance indicators (KPIs) that directly relate to the Corporate Plan priority areas.

While the city vision is an aspirational statement that communicates the hopes and dreams for our city and is a long term goal of what we hope to achieve over the next 25 years or so, the Corporate Plan priorities are

COUNCIL'S PRIORITIES Our Corporate Plan 2017–2022 identifies six priority areas

FOR THE CITY

FOR THE ORGANISATION

Quality Lifestyles (QL)

Image and Identity (II)

Conveniently Connected (CC)

Green and Renewable (GR)

Economic Transformation (ET)

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Next Generation Governance (NG)

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Springwood Bus Station

PERFORMANCE SCORECARD DEFINITIONS PROJECTS C Completed: The project has met planned targets or all planned milestones have been achieved (project closure).

KPIs O

On Track: Performance for this indicator is meeting or exceeding the target level.

Monitor: Performance is below the target level but is still within the acceptable performance variance.

Below target: Performance is outside the acceptable performance variance.

U Undeliverable: The project will not be delivered this financial year.

Not proceeding: A decision has been made to cancel the project.

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Priority: Quality Lifestyles Quality Lifestyles (QL)

As a welcoming city with a vibrant community spirit, residents of the City of Logan have a strong sense of belonging and our people feel safe. We have the social infrastructure to meet the needs of our diverse community and diversity in lifestyles. We support residents to engage in community life and lead healthy and active lifestyles.

PRIORITY OUTCOMES QL1—Residents are active and healthy and have access to the services they need. QL2—Neighbourhoods are welcoming, inclusive and safe.

SIGNIFICANT PROJECTS/KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

C Completed Complete construction of redeveloped facilities at the Beenleigh Aquatic Centre to increase participation in physical activity. Target: February 2019 Complete construction of redeveloped facilities at the Waller Park BMX to increase participation in physical activity. Target: December 2018 Complete construction of redeveloped facilities at Yarrabilba Sport & Community Hub to increase participation in physical activity. Target: December 2018 Complete the city wide Community Infrastructure Strategy (CIS) to inform planning and future development of Council-owned community infrastructure for the City of Logan. Target: April 2019

Deliver a marketing plan to promote Council’s community immunisation clinics to increase immunisation rates. Target: September 2018 Deliver early year services and the ‘First Five Forever’ initiative to improve early literacy in children aged under 5. Target: June 2019 Deliver the annual action plan from Council’s Arts, Culture and Heritage Strategy 2018–2022 to improve community capacity and the image of the city. Target: June 2019 Deliver the annual Safe City Logan community survey to gauge community perceptions on important crime and safety topics in the City of Logan. Target: June 2019 Deliver the Community Project and the Working Together grants to community organisations to deliver meaningful projects that respond to emerging community priorities and build the capacity of community organisations. Target: June 2019 Deliver the KRANK school holiday program 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. Target: June 2019 Deliver the Live Well Logan program to provide opportunities for residents to participate in affordable and accessible physical activities and health and wellbeing programs. Target: June 2019 Deliver the Logan Safety Camera Program throughout the City of Logan to encourage community safety. Target: June 2019 Develop a community infrastructure funding and delivery model to achieve outcomes that meet current and projected community needs. Target: June 2019 Develop a Libraries Learning and Discovery Strategy that provides for community learning, experience, innovation and creativity. Target: June 2019

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Pilates for pre and post-natal women at Wellwood Health, Live Well Logan program

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This project is being delivered by Building Asset Services (BAS) and is about six weeks behind schedule. It is anticipated the schedule will be recovered during the construction phase. A design and construction contractor has been appointed.

Implement the Access and Inclusion Plan, which aims to provide facilities, services and programs that are inclusive and promote participation by people of all abilities in the life of the City. Target: June 2019 Implement the Active Logan Strategy 2016–2020 to increase participation in physical activity. Target: June 2019 Implement the City of Logan Safe City Strategy and Action Plan 2016–2020 which aims to provide a safe and liveable community as well as enhance the quality of life for residents of the City of Logan. Target: June 2019

This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of March 2020. Over 270 individual parcels of land in the South-West Logan locality were assessed for potential purchase, but none were assessed to be completely suitable with access to road, water, telecommunications and power infrastructure and services.

This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of June 2020.

N Not proceeding

Implement the Reconciliation Action Plan (RAP) to achieve Council’s vision for reconciliation and to increase respect and understanding. Target: June 2019 Implement the Road Safety Strategy 2017–2021 (via the SafeRoads4Logan Road Safety Action Plan 2017–2021) to reduce incidents and improve safety on roads in Logan City. Target: June 2019

None

KPIs

O On Track Percentage of properties with declared dogs reinspected annually by 31 March Target: 100%

Progress design of new Police Citizens Youth Centre at Cronulla Park in order to increase participation in physical activity. Target: June 2019

Percentage of graffiti removal requests completed within 2 business days Target: 95%

Promote the display of Eat Safe Logan star ratings to business and the community to increase awareness and display of Eat Safe Logan star ratings. Target: June 2019

M Monitor

Upgrade public Wi-Fi to enable innovation and meet needs of library customers. Target: June 2019

Number of unclaimed impounded cats and dogs behaviour tested and rehomed Target: 420

U Undeliverable

B Below target

Commence construction for the redevelopment of facilities at Underwood Park to Increase participation in physical activity Target: June 20191 Identify and acquire suitable land in south-west Logan to establish a satellite City Standards & Animal Care facility with other co-located depot facilities in the City of Logan Target: June 2019 2

Percentage variance against budget: Sport, Leisure and Facilities Capital Works Program Target: +/- 5% of adopted budget 3 Expenditure is reasonably close to forecast. Delays in the Underwood Park and Kingston Butter Factory (KBF) projects have impacted the June figures. All projects are on track including Underwood Park and KBF with their revised dates.

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HIGHLIGHTS Upgrade of facilities to Beenleigh Aquatic Centre A multi-million dollar redevelopment of the Beenleigh Aquatic Centre has delivered an indoor heated program pool to Beenleigh for the first time. The redevelopment was the result of a joint funding arrangement between Logan City Council and the Queensland Government.

Food businesses were also surveyed to identify any barriers to displaying star ratings. The main response identified a lack of understanding by customers regarding the meaning of star ratings in relation to food safety practices. As a result our Environmental Health and Immunisation Program has included a project in the 2019/20 financial year to address customer knowledge of Eat Safe Logan and the star ratings system.

Waller Park Upgrades Complete

In addition to the heated indoor pool area, stage one of the redevelopment plan has delivered a shaded water play zone for young children, a kiosk, an office, plant equipment and change facilities, including specialised facilities for people with disabilities.

The Waller Park BMX Enhancements Project resulted in the construction of Logan’s first bitumen pump track, as well as a new access road and a clubhouse for Centenary Plains BMX Club.

The year-round heated pool will be used for the Aqua Logan Laurie Lawrence’s swim school learn-to-swim classes, aqua aerobics and water walking.

The project was made possible by Council’s funding commitment, a grant from the Queensland Government’s Get Playing Plus program and a contribution from the Centenary Plains BMX Club.

Eat Safe in Logan Logan City Council, in partnership with key industry representatives, has a regulatory food safety inspection scheme called Eat Safe Logan. The star rating system was developed with industry associations and is designed to provide assistance and incentives to food businesses to comply with food safety laws, and to achieve the highest standards in food safety. This year a survey was emailed to 250 eligible food businesses that have not signed the Eat Safe agreement to display their 3, 4 or 5 star rating, in order to support local businesses and identify opportunities for future improvements to the program. The survey was to see if businesses were aware of their star rating, if the star rating was important to them, and to find out if they were aware that Council provides free promotional material. Responses from the survey include: • 97 per cent of businesses were aware of their rating • 77 per cent said the star rating was important to them • 54 per cent said they were not aware that Council provides free Eat Safe promotional material Key outcomes from the promotion of displaying Eat Safe star ratings were: • An amended food business licence application form to help encourage new applicants to opt into the display of their Eat Safe Logan star rating • Social media posts to promote consumer awareness of Eat Safe Logan star ratings which reached 18,817 people

The track is open to the public and is heavily used for regional club competitions. The clubhouse is the first permanent structure on the site in the Centenary Plains BMX Club’s 30-plus year history.

Yarrabilba sports and community hub opens The opening of a multi-million dollar sports and community hub building at Shaw Street Oval, Yarrabilba was made possible through a funding arrangement between Logan City Council, developer Lendlease and a contribution from a Queensland Government Get Playing Plus grant. The multipurpose building is designed to meet the needs of both sports and community organisations and includes change rooms, toilets, storage areas, a canteen and a multipurpose area suitable for dances or flexible office spaces.

Delivering on our Arts, Culture and Heritage Strategy 2018–2022 Logan City Council has a vision for the City of Logan as an Innovative, Dynamic, City of the Future—one that offers social, cultural, environmental and economic health now and for generations to come. The Logan of the future will be flexible and agile, with an active, visible and connected community. It will be a place where connections are made between creativity, culture, economics, technology, and innovation.

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The heritage-listed Memorial Church of St John the Evangelist (Mundoolun Church) is part of the Greenbank to Veresdale public art and heritage trail. Mundoolun (meaning â&#x20AC;&#x2DC;death adderâ&#x20AC;&#x2122;) was settled by the Collins family in the 1840s. Mundoolun Church was built in 1901 as a memorial to John and Anne Collins by their children. Bullum (John Allen) of the Wangerriburra people was adopted by the Collins family. He died in 1931 and is buried in the cemetery. Photo by Marty Pouwelse

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To achieve this vision, the input of our creative and diverse community is essential. Creative city: Logan City Council’s Arts, Culture and Heritage Strategy 2018– 2022 (the strategy) was developed through consultation with our community. Council recognises that a community which values creativity and innovation will champion different perspectives, embrace fresh ideas, and take advantage of emerging, future opportunities.

• Logan City Council's Public Art and Heritage Trails was awarded winner at the state-wide Gallery and Museum Awards in December 2018.

Through this strategy Council aims to achieve a vibrant creative ecology where collaborators, enablers and partnerships thrive, where connections are made between creators from diverse backgrounds, new ventures can start up, and collaborative clusters and hubs can form.

• Two Regional Arts Development Fund rounds were completed and 12 projects were approved for funding.

A plan was developed to identify items for actioning in 2018/2019 across five key strategic outcomes including: 1. Development—Develop a robust and connected creative community that is vibrant, innovative and diverse, and is attractive to residents, visitors and investment. 2. Engagement—Improve the lifestyle quality and wellbeing of our community through connecting, engaging and participating in the creative industries. 3. Place and Spaces—Provide high quality, up-todate and safe places and spaces for imagination, reflection and innovation, where stories are told and ideas are shared.

• Artwaves 2018: Logan and adjacent areas secondary school art exhibition attracted over 500 people to the opening night. • Japanese exchange student from Hirakata Sister City assisted at Logan Art Gallery during September 2018.

• Creative Industries staff provided drop-in ImagiNation school holiday workshops at Logan Art Gallery. • Seven Logan Artworkers Networking Event and seven Music in the Gallery events were held. • 800 people attended the family fun day celebrating Maori arts and culture at Logan Art Gallery on 17 November. • ChangeFest conference was launched at Logan Art Gallery on 19 November with over 250 attendees. • Two Creative Markets were held at Logan Art Gallery showcasing locally produced art and craft. • Public art project for Wineglass Drive precinct 'Shake your tail feather' completed. • Creative Industries worked with Junior Quota to develop a mural by Donald Waters OAM for Beenleigh Town Square.

4. Partnerships—Our well-developed strategic partnerships contribute to the sustainability of Logan’s creative industries.

• Logan Live ‘Boost’ professional development series completed on 16 April 2019 with over 35 emerging and professional musicians participating in the series.

5. Communication—Our distinctive stories are positioned as a key element of Logan’s city image and identity.

• Applications were received from performers (80) and venues (35) wishing to participate in Logan Live Music Month in July 2019.

During the year the five key strategic outcomes were delivered through programs and activities such as talks, workshops, performances, exhibitions, and outreach and public art projects. Highlights include: • He kakano ahau (I am a seed) exhibition won a Museums and Galleries Australia National Award for best Temporary or Travelling Exhibition in May 2019.

• 75 attended the Centenary of Armistice event held at Mayes Cottage funded by QANZAC100 grant on 10 November 2018. • Over 1,000 poppies created by more than 30 volunteers across the City of Logan, poppies were hand knitted and individually named every serviceman and woman who enlisted in the Logan District in WWI.

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Priority: Conveniently Connected Deliver construction works of the Flagstone to Cedar Grove Wastewater Conveyance Strategy to improve services and connectivity to the Logan South region of the city. Target: June 2019

Conveniently Connected (CC)

We manage growth using smart urban design, with the City of Logan interconnected by reliable and convenient transport network infrastructure across the city, and across regional boundaries. We have designed our urban form to ensure places, spaces and facilities within our neighbourhoods are accessible, conveniently located and meet the pace of the growing city.

Deliver strategic trunk infrastructure to support and unlock development. Target: June 2019 Deliver two place-based specific engagement events (summits) to catalyse development and investment opportunities in the activity centres. Target: June 2019 Plan for the identification of sites for the Logan South Wastewater Treatment Plant ‘B’ to improve services and connectivity to the Logan South region of the city. Target: June 2019

PRIORITY OUTCOMES CC1—Integrated transport networks allow people to move around the city easily and conveniently. CC2—A city of smart design, with mixed density and mixed use development, co-located with hard and soft infrastructure1 that meets the pace of a growing city and the needs of residents, businesses and visitors.

Prepare for Council endorsement, Way2Go, an Integrated Local Transport Plan. Target: December 2018

Hard and soft infrastructure refers to hard physical network (e.g. roads, public transport, bridges, capital assets, water infrastructure). Soft infrastructure refers to services and institutions to maintain economic, health, cultural and social standards within a city (e.g. education, finance, health care, law enforcement, social services).

U Undeliverable

SIGNIFICANT PROJECTS/KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

Complete front-end investigations and issue scope for cycle projects listed in Council’s adopted Statement of Intent for Cycle Network Infrastructure to maintain a 3 year rolling program and improve active transport across the city. Target: June 20191 Investigations continued on the third planned cycle project to provide a shared path along Cinderella Drive between Springwood Road and Dennis Road (Statement of Intent ID 25 and 26). This project has been rescheduled for delivery in our Operational Plan 2019/ 2020 with an expected target date of October 2019.

C Completed N Not proceeding Deliver construction works of the Cedar Grove Wastewater Treatment Plant to improve services and connectivity to the Logan South region of the city. Target: June 2019

None

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KPIs

O On Track None

M Monitor Percentage of the annual Road and Drainage Maintenance Program delivered on budget. Target: 100% of adopted budget

B Below target Percentage of annual Road and Drainage Capital Program delivered on schedule. Target: 90% of schedule2 Delivery of the Capital Roadworks and Drainage Program was below planned expenditure at 70.7% at the end of the year.

Although below target expenditure, the procurement of a number of projects under the new Civil Construction Services Panel has been finalised. Contracts were awarded in June and July 2019 with delivery to commence early in the first quarter of 2019/2020 Financial Year.

• inform issues for which we advocate • be an important guiding document for the long-term development of our transport network • align the transport direction for Logan with our vision of being an Innovative, Dynamic, City of the Future and our Corporate Plan priority of being Conveniently Connected • present a long-term and integrated transport solution which will assist in the development of more detailed planning studies that will inform transport investment priorities to ensure that Logan is serviced by sustainable and economically viable transport systems. The strategic direction and subsequent development of Logan’s future transport system as outlined in Way2Go are based on the following six overarching themes with goals defined in each theme: 1. Building a framework for growth 2. Active transport 3. Passenger transport 4. Road and freight transport 5. Technology and innovation 6. Managing growth.

HIGHLIGHTS

Community feedback was used to inform a clear and prioritised schedule of prospective works to be undertaken by Council thereby enabling our community to have a direct say in shaping our city’s future.

WAY2GO

Upgrading our Cycle Network

Logan City Council has developed a draft Integrated Local Transport Plan—Way2Go Connecting Logan— which outlines Council’s transport aspirations and guides the delivery of an effective, integrated and resilient transport system for a forecast 2041 population of 586,000 people.

Council invests in new and upgraded cycleways and shared footpaths across Logan each year to encourage residents’ active and healthy lifestyles and offer alternative transport options for local trips.

It is the first consolidated transport plan produced by Council since the local government amalgamations in 2008 which resulted in an increase in the size of the City of Logan. Way2Go has been developed based on best practice land use and transport planning principles and community feedback to support future growth. Way2Go will:

Cycleways and shared footpaths also improve the safety of cyclists, pedestrians and motorists in and around busy roads and intersections. Many also link to existing and future regional cycleway connections. This year detailed design was completed on a range of cycleway and shared footpath projects including:

• outline our transport aspirations and a desired future for the Logan transport system

• Reserve Road shared footpath at Slacks Creek

• address current trends and consolidate the long-term priorities for future planning across transport modes

• Chambers Flat Road shared footpath from Kingston to Marsden • Daisy Hill Road cycleway and shared footpath at Daisy Hill

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Cycleway infrastructure or provisions for future regional cycleway connections were also incorporated into the following road upgrade projects: • Park Ridge Road/Crest Road cycleway at Park Ridge • Riverhills Road/Brigade Drive intersection upgrade at Eagleby • Station Road/Jellicoe Street intersection upgrade at Loganlea • Third Avenue/Wembley Road intersection upgrade at Berrinba • New Beith Road Upgrade, Pub Lane at New Beith to Citrine Street at Greenbank

Innovation in Asphalt As our road network infrastructure increases, so too does the cost for its maintenance. Council is testing different types of asphalt to see if we can reduce costs, extend pavement life, enhance worker safety and improve environmental performance. Our Road Infrastructure Planning and Delivery Branches identified and trialled two technologies this year which have the potential to solve some of the city’s road surfacing challenges: • A Queensland first trial of fibre reinforced asphalt on roads in Windaroo and Carbrook • An Australian first trial of warm mix EME2 asphalt on roads in Woodridge and Meadowbrook. Fibre reinforced asphalt uses Forta-Fi Fibre; a heatresistant blend of aramid and polyolefin fibres which are mixed into asphalt (at the asphalt plant). The fibres cannot be seen in the finished product. EME2 is a high modulus asphalt technology used to build hard wearing roads with a reduced base course thickness. Expected benefits of using the innovative asphalt products are: Fibre reinforced asphalt • Reducing the frequency of disruptive road reconstruction and resurfacing projects in urban areas. • Reduced vehicle wear and tear for motorists from a smoother road surface, for longer periods. • Immediate capital cost savings due to the reduced thickness of pavement required for structural repairs on fibre reinforced asphalt. In some cases, fewer asphalt layers are needed.

• Delayed road surface cracking, partly achieved by reducing the amount of water entering the pavement through cracks on the surface. • Reduced maintenance costs associated with filling cracks, ruts and potholes in roads, and resurfacing roads more frequently. EME2 warm mix asphalt • Up to 30 per cent less energy used to produce warm mix asphalt compared with hot mix asphalt, significantly reducing greenhouse gases and other emissions during production and installation of asphalt. • Increased community satisfaction by reducing the time it takes to install warm mix asphalt surfaces allowing roads to be opened sooner. • A safer workplace, with reduced risk of burns and inhalation of fumes for roadworkers due to handling lower temperature asphalt. • Higher productivity and reduced costs on road projects as multiple layers of a road surface can be installed in a single work shift. This should help Council to rehabilitate more roads in a shorter timeframe for the same budget.

Restoring our most recognisable landmark A multi-million dollar refurbishment of the city’s iconic Red Bridge over the Logan River between Beenleigh and Loganholme is well underway in June 2019. The iconic Red Bridge over the Logan River between Beenleigh and Loganholme was built in 1931 to carry road traffic. It is now a much-loved pedestrian and cycle link in the Logan River Parklands but in recent years, it has been deteriorating. In a first for Council, building information modelling (BIM) was used to document the bridge’s design, condition and rehabilitation options in a three dimensional, digital environment. BIM helped the project team to determine the most cost-effective rehabilitation and maintenance program for the bridge, and ways to manage constraints such as constructing scaffolding over water and working near powerlines and a busy motorway. In simple terms, BIM enabled the team to deliver the project in the “virtual world” before appointing a contractor to improve the bridge in real time. The Red Bridge is possibly the City of Logan’s most recognisable transport asset—a landmark, tourism icon and artists’ muse. The repainting of the bridge will ensure that it remains striking for decades to come. The project supports connectivity, active transport, economic development and city image.

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The iconic Red Bridge over the Logan River. Photo by Ron Coutts

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Priority: Economic Transformation Economic Transformation (ET)

As home to South-East Queensland’s next CBD and with dynamic business districts and niche suburban economies, the City of Logan offers unlimited potential, with diverse economic hubs for innovation, agribusiness, investment and emerging industry that attract a highly-skilled local workforce.

U Undeliverable None

N Not proceeding None

KPIs

PRIORITY OUTCOMES ET1—We enjoy jobs growth and economic prosperity with local and global reach. ET2—Investments, partnerships and innovation support economic growth in the city.

SIGNIFICANT PROJECTS/ KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

C Completed Deliver policies for engaging social enterprises, local businesses and innovation to support good procurement practices. Target: June 2019 Deliver the Youth Careers Expo to attract, develop and retain a valuable workforce. Target: June 2019 Prepare for Council consideration, the Kingston Butter Factory precinct design for the innovation hub and outdoor venue and an operational model for the innovation hub to build city innovation capability. Target: June 2019

O On Track ET1.1.1—Investment generated through promotion of the City of Logan. Target: $70 million of investment generated ET1.1.2—Number of new or retained jobs created as a result of investment generated. Target: 500 jobs ET1.2.1—Number of business relevant workshops delivered per annum. Target: 15 business relevant workshops delivered ET1.4.1—Number of investment attraction events held per annum. Target: Two investment attraction events

M Monitor None

B Below target None

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HIGHLIGHTS Kingston Butter Factory Precinct Redevelopment In 2018/2019 planning continued on the Kingston Butter Factory Redevelopment Project. Council is transforming the site to include a world class outdoor events space with a permanent 250m2 stage, and viewing space to accommodate audiences of up to 5,000 people. The space is expected to attract national acts, and host major festivals, markets and large-scale community events. The iconic Kingston Butter Factory was originally intended to be redeveloped as an innovation hub. However Council resolved to pursue other options for the innovation hub, creating the opportunity for the building to be refurbished in the context of the 14-hectare cultural and entertainment precinct. The building will retain its iconic facade long-term, and undergo a long-planned and much-needed clean-up in the short term. A final decision around the building’s use as a cultural facility will be made in the context of Council’s Community Infrastructure Strategy, Arts, Culture and Heritage Strategy; and Council’s Destination Tourism Management Plan. The decision will also be informed by community feedback. A key feature of the precinct will be the outdoor stage, which underwent detailed design in 2018/2019. It will have dressing rooms, a green room and event storage areas with excellent drive in/drive out access for heavy vehicles (for large touring productions).

The flexibility of the outdoor space (no permanent seating) and multi-purpose plaza will provide scope for new/emerging expos and pop-up events. In non-event mode, the viewing area will double as a landscape feature integrated into the natural parkland setting.

Cedar Grove Environmental Centre under Construction September 2018 marked the start of construction of stage one of a new state-of-the-art wastewater treatment plant (WWTP) located at the Cedar Grove Environmental Centre. The new WWTP will service the Queensland Government’s Greater Flagstone Priority Development Area (PDA) which is forecast to reach more than 145,000 people at full development. The WWTP will be constructed over several stages, with stage one providing services to approximately 20,000 people and treating up to 3.3ML of wastewater per day. Construction of this stage is expected to be complete by mid-2020 (weather and construction conditions permitting). The plant will use membrane bioreactor technology and a system of constructed wetlands to treat wastewater to an ultra-high standard. An on-site solar farm will contribute energy for treatment operations, and Council plans to revegetate parts of the largely cleared site including the banks of the Logan River. About 100 community members worked with the project team to kick start this process by planting up to 2,000 native trees, shrubs and grasses in November 2018. The WWTP will be connected to developments in the Greater Flagstone PDA via approximately 19km of trunk wastewater pipelines and four new pump stations.

Aerial image of construction of the Cedar Grove Waste-Water Treatment Plant

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Priority: Image and Identity Image and Identity (II)

As an Innovative, Dynamic, City of the Future, we have a tapestry of cultures and events immersed within urban and rural landscapes. The City of Logan thrives on food precincts, creative arts, heritage trails, manufacturing and logistics, and retail and commercial districts. We are well known for the diverse cultures and lifestyles on offer to our residents, visitors and business. Our people have access to recreational and artistic pursuits and vast open green spaces. Our image and identity attracts families, visitors and city-shaping investment.

PRIORITY OUTCOMES II1—We are an Innovative, Dynamic, City of the Future. II2—Acknowledged as the emerging destination in South-East Queensland.

SIGNIFICANT PROJECTS/ KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

C Completed Deliver a plan for the development of an integrated service delivery model to support diverse centres of excellence across the city. Target: June 2019

Deliver a program of Festival and Event Grants to support the City of Logan as being an emerging destination in the South-East region for residents and visitors, showcasing the city as a thriving destination. Target: June 2019 Deliver an annual calendar of events to showcase the City of Logan as an innovative, dynamic, city of the future. Target: June 2019 Deliver an Events Attraction Program Pilot to support the City of Logan as being an emerging destination in the South-East region for residents and visitors, showcasing the city as a thriving destination. Target: June 2019 Deliver Christmas streetscapes in each of the divisional areas to enhance the attractiveness of the City of Logan and encourage community participation in holiday festivities. Target: December 2018 Develop a Logan City Council Events Strategy 2018–2022 to guide the strategic direction of city wide events across a five year period. Target: March 2019 Implement actions from the City Futures Strategy Implementation Plan to progress the City of Logan's transformation agenda of being a smart city. Target: June 2019 Implement smart geographic technologies in Council Contractor vehicles to facilitate improved maintenance of park facilities to support healthy and active recreation opportunities for families. Target: June 2019 Prepare the Advocacy and City of Choice Annual Report to provide transparency in the delivery of the Advocacy Strategy and City of Choice initiative. Target: March 2019

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U Undeliverable Deliver a City Advocates video to demonstrate the opportunities available to individuals and businesses and why they choose to call Logan home. Target: May 20191 Deliver a three year City Brand Strategy 2018–2021 to achieve the result of 'one brand, one vision' for the City of Logan. Target: May 2019 2 Deliver an external facing campaign that demonstrates the City of Logan as an Innovative, Dynamic City of the Future to encourage interest and participation from the greater community. Target: May 2019 3 Develop a 'green identity' for the City by marketing and promoting our parks, nature reserves and nature based activities to encourage greater use by the community and greater visibility of Logan as a liveable city. Target: June 20194 Develop a plan to establish the City's sporting identity by marketing and promoting the City of Logan as a nursery for sporting talent. Target: June 2019 5 In Quarter 3 of the financial year, the project delivered a review of the draft City Brand Strategy and it was determined that a comprehensive revision and essentially ‘new’ strategy be delivered in 2020. A Council decision was made to move the delivery of this project to the next financial year (2019/2020). Minute Number 126/2019.

This project is related to II1.1.1—Deliver a City Brand Strategy 2018–2021 and as such, a Council decision was made to also move the delivery of this project to the next financial year (2019/2020). Minute Number 126/2019.

In Quarter 3 it was confirmed in consultation with the Director, Community Services that the development of a plan to establish the City’s sporting identity be deferred until 2019/2020 to coincide with the delivery of the City Brand Strategy. A Council decision was made to move the delivery of this project to the next financial year (2019/2020). Minute Number 126/2019.

N Not proceeding None

KPIs

O On Track Number of proactively pitched media stories. Target: 144 pitched media stories Percentage of annual Parks Capital Works Program delivered on schedule. Target: 100% delivered on schedule

M Monitor None

B Below target None

In Quarter 3, development of a dedicated green identity for the city was deferred until 2019/2020 in consultation with the Director, Community Services, however promotion of the parks, nature reserves and nature is ongoing. A Council decision was made to move the delivery of this project to the next financial year (2019/2020). Minute Number 126/2019.

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HIGHLIGHTS Smart Geographic Technologies in Council Vehicles Through a joint partnership between Plant Fleet Services and Parks Branch, a project was delivered to implement Smart Geographic Technologies in Council vehicles. The initiative utilised our telematics provider to install Geographic Position Satellite (GPS) technologies in Council vehicles for the monitoring and management of mowing services. This technology was also implemented across contractor vehicles in collaboration with Council’s current services providers. The aim was to achieve better management of our mowing works within the city in order to deliver better service to our customers. The project achieved the following outcomes: • Performance Management and Resourcing— Identifying their progress on the mowing schedule can identify delays in the forecasting cut cycle and manage customer enquiries in relation to this point. • Benchmarking—We are now able to clearly benchmark what a day’s work looks like by being able to ascertain lineal meterage of mowing per unit per day.

• Contract cost and value for money—This information will be useful in contract negotiations in informing cost of service. It will also be used to calculate the cost of service for new mowing sites/ assets that come to Council and to inform the budget process. • Customer Service—Telematics trackers have also been used to date to identify and confirm the locations of the mowing crew as well as the speed they were travelling; again used to manage customer complaints. • Resourcing efficiency—Staff are able to audit all parks and have conclusive data on mowing achievements.

Delivering our annual Calendar of Events Each year we deliver a calendar of events showcasing Logan as an innovative, dynamic, city of the future. The events include summits, community events, celebrations and ceremonies. A total of 31 major events were scheduled for delivery throughout the year which had the following outcomes:

Keiko Power, Urban Parks Team Member

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Event

When

Status

NAIDOC celebrations

July 2018

Delivered

IGNITE Youth & Careers Expo

July 2018

Delivered

Eats & Beats, Logan Hyperdome

July 2018

Delivered

Logan Loves Seniors

August 2018

Delivered

Eats & Beats, Berrinba Wetlands

August 2018

Delivered

Flag Day Celebrations

September 2018

Delivered

INNOV8 Launch

September 2018

Delivered

Meadowbrook Summit—Session 1 (Dinner)

September 2018

Delivered

Meadowbrook Summit—Session 2 (Breakfast)

September 2018

Delivered

ImagiNation Children’s Festival Launch

September 2018

Delivered

Eats & Beats, Riverdale Park

September 2018

Delivered

City of Logan ImagiNation Children’s Festival

October 2018

Delivered

Destination Management Plan Launch

October 2018

Delivered

City of Logan Sports Awards

October 2018

Delivered

Logan Urban Design Awards (LUDA)

October 2018

Delivered

Eats & Beats, Logan Village

October 2018

Delivered

Eats & Beats, IKEA and Logan Supercentre

November 2018

Delivered

Mayor’s Christmas Lunch

December 2018

Delivered

City of Logan Christmas Carols

December 2018

Delivered

Australia Day Awards

January 2019

Delivered

Eats & Beats, Logan Village

February 2019

Delivered

International Women’s Day (internal event)

March 2019

Delivered

Eats & Beats, Beenleigh Town Square

March 2019

Delivered

Eats & Beats—Berrinba Wetlands

April 2019

Delivered

Logan Loves Volunteers Awards & Breakfast

May 2019

Delivered

Logan Eco Action Festival

May 2019

Delivered

Eats & Beats—Middle Green

May 2019

Delivered

Budget Breakfast

June 2019

*Not Delivered

Eats & Beats Underwood Park

June 2019

Delivered

* The budget Breakfast schedule for June 25, 2019 was cancelled For information about Council events, please see our website logan.qld.gov.au

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Advocacy

Managing our Brand

Logan City Council is focused on proactively managing growth to ensure the city is inclusive, resilient and sustainable with a powerhouse economy. However Council cannot achieve this on its own. State and Federal Governments have a critical role to play, particularly in delivering infrastructure such as major roads, public transport, health and social services. This is where advocacy plays a key role. Logan City Council is establishing itself as a local government of influence and a leader in advocating on behalf of the community. Primarily, Council advocates to the Queensland Government and Australian Government seeking to influence policy development and secure funding commitments for major infrastructure. Council adopted its first advocacy strategy on 17 October 2017, outlining 38 priorities for the City of Logan community requiring a level of partnership with the Queensland Government and/or Australian Government. The Advocacy Action Plan 2018/2019 draws down elements from the strategy into a more detailed plan and targeted actions for 2018/2019. Council acknowledged that focus needed to be given to a small number of clearly articulated advocacy priorities for the year. Ten priorities were identified at the start of 2018 as being ‘ready for advocacy’. This year we focused advocacy efforts on the following key areas: • Salisbury to Beaudesert Passenger Rail • Mt Lindesay Highway • M1 Pacific Motorway and South-East Busway • Waterford-Tamborine Road • Infrastructure for growing communities • Inland Rail • Health services across the city including upgrades to the Logan Hospital • Upgrade and relocation of Loganlea Train Station • Upgrade of train stations across the city • National Broadband Network (NBN)

The current Logan City Council corporate logo, which is used to represent Council products and services, has remained in place with minor variations for more than 20 years. The existing City of Logan logo was created in 2014 and has been used in line with various city image related activities to promote Logan as an attractive place to live, work and play. As a result of having two different brands in the market, this presented some challenges where overlap occurred with promoting the City of Logan as a place to live, work and visit and Council’s support particularly in relation to events. We identified that this has the potential to create confusion for target markets and also can result in fragmented communications. This year we included several projects in our Operational Plan 2018/2019 to work towards delivering a unified brand which reflects the city’s new corporate priorities, strengthens its reputation and invokes city pride for residents and visitors. These were: • II1.1.1—Deliver a three year City Brand Strategy 2018–2021 to achieve the result of ‘one brand, one vision’ for the City of Logan. • II1.1.2—Deliver an external facing campaign that demonstrates the City of Logan as an Innovative, Dynamic, City of the Future to encourage interest and participation from the greater community. • II1.1.3—Deliver a City Advocates video to demonstrate the opportunities available to individuals and businesses and why they choose to call Logan home. • II2.3.1—Develop a plan to establish the City’s sporting identity by marketing and promoting the City of Logan as a nursery for sporting talent. • II2.4.1—Develop a ‘green identity’ for the City by marketing and promoting our parks, nature reserves and nature based activities to encourage greater use by the community and greater visibility of Logan as a liveable city.

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The City of Logan is evolving and priorities have shifted. Our city brand needs to keep up with the changes and reflect the cityâ&#x20AC;&#x2122;s new priorities. With the current focus for the city heavily concentrated around demonstrating innovation, attracting investment and driving visitation to the city, we need to ensure our new brand reflects exactly this and resonates with our intended target audience. In order to achieve this, we need to collaborate with the community, our staff, senior management and councillors. A unified approach in the development of

our identity will ensure a unified brand for Council, and the city. In quarter 3 of this year Council adopted the decision (minute no 126/2019) to move the development of our brand to the following financial year. This is to capitalise on the opportunity to collaborate with our community, staff, senior management, and the newly elected Councillors after the elections are held in March 2020. By taking this approach we ensure that the best outcome for the city is delivered through a unified brand.

Underwood Park

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Priority: Green and Renewable Green and Renewable (GR)

We use responsible urban planning in the City of Logan to protect rural living, our natural environment and green spaces. Our hectares of parkland are surrounded by bodies of water and waterways that meander through the city. We enable investment and delivery of renewable technologies and prepare our city’s transition to a carbon conscious community. We value our environment, safeguarding our biodiversity, local wildlife, threatened species and green corridors.

PRIORITY OUTCOMES GR1—A carbon-neutral and green city. GR2—Our waterways and bodies of water are healthy. GR3—We employ sustainable waste management and recycling practices.

SIGNIFICANT PROJECTS/KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

C Completed Deliver an emission profile report to measure and track Council emissions. Target: September 2018 Update Council's Green Stamp Audit (GSA) processes to ensure compliance with the Queensland Department of Heritage and Protection and support a carbon-neutral and green city. Target: June 2019 Install a solar power system at Logan Metro, Marsden Depot and Beenleigh Library to reduce carbon emissions. Target: June 2019

Deliver a Land for Wildlife 20th Anniversary event to celebrate the success of the program. Target: December 2018 Deliver an environmental events and activities program across the city to promote sustainable environmental practices in the City of Logan. Target: June 2019 Deliver a Conservation Incentives program aimed at supporting land holders within Biodiversity Corridors to undertake conservation works. Target: June 2019 Deliver Water Sensitive Urban Design (WSUD) Asset Management to promote improved management of storm water assets and better services for the City of Logan. Target: June 2019 Deliver riparian rehabilitation along Windaroo Creek as a key tributary to the Albert River to improve water quality and health. Target: April 2019 Deliver riparian rehabilitation along Belivah Creek as a key tributary to the Albert River to improve water quality and health. Target: June 2019 Deliver the Logan Riverside Park rehabilitation project including riverside park riparian rehabilitation at 3 riverside parks at Glen Park, Malling Park, and Cochrane's Bridge Park, to increase riparian vegetation along the river. Target: June 2019 Deliver Logan River Interpretative Trail signage at two key riverside locations to provide information on the history and values of the Logan River. June 2019

U Undeliverable Deliver an on-ground wildlife movement solution upgrade at an identified priority wildlife site to reduce wildlife-vehicle collisions. Target: June 20191

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The wildlife movement solutions project was partially completed with the University of Queensland completing a prioritisation framework for wildlife movement solution upgrade projects. On-ground wildlife movement solution upgrades are planned for Crowson Lane North Maclean and Rosia Road, Park Ridge to reduce wildlife-vehicle collisions and pre-installation survey work has been completed. Due to delays in supplying the virtual fence materials, installation of the virtual fence will now be completed in 2019/2020. This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of October 2019.

N Not proceeding Construct the Queens Road fish-way through Scrubby Creek to enhance fish movement. Target: May 2019 2 Complete the tendering process for the recyclables processing contract due to commence in 2021 to enable planning activities to commence. Target: 2019 3 Delivery of the Queens Road Fish-way project did not proceed in the 2018/2019 financial year due to the uncertainty related to the scope of works of the Loganlea Road upgrade. It is expected that the project will recommence when further clarity around the delivery of the Loganlea Road upgrade and any potential conflicts are better understood.

HIGHLIGHTS Achieving our Greenstamp Rating After a successful audit carried out in December 2018 by the Motor Trades Association, our Plant Fleet Services Branch was awarded the highest Level (3) in the Automotive Industry ‘Green Stamp’ environmental accreditation. This is a level that is based on the principle of continual improvement in environmental practices. The Greenstamp rating is an environmental initiative developed for the automotive industry by Motor Trade Associations of Australia. Achieving the highest level is a milestone for Logan City Council in improving our environmental impact from the automotive industry as we have demonstrated that we have moved beyond legislative requirements, incorporating sound environment and sustainability management practices into our daily operations in an industry typically stereotyped as being ‘dirty’ and a ‘high polluter’. Key areas we have focused on to achieve this accreditation are:

A Council decision was made to defer calling tenders for this contract until 2020 due to the ongoing negotiations on the current recycling matters with the current contractor, who may be the only tenderer.

• Providing evidence that we are servicing and maintaining vehicles and plant to a level that improves NO2 emissions output—ultimately improving air quality

KPIs

• Recycling our industry wastes more effectively and efficiently

O On Track

• Efficient spill management practices to prevent pollution of ground and stormwater systems • Using less toxic chemicals

None

M Monitor None

• Minimising resource use by installing energy saving devices • Developing and implementing an environmental management plan to help monitor and review current practices and set objectives or targets for further improvement.

B Below target None

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Managing our Carbon Emissions Council’s Carbon Reduction Strategy and Action Plan sets a 2022 carbon neutrality target for Council’s operations. Measuring the carbon footprint of the organisation is the vital first step towards achieving carbon neutrality certification under the rules of National Carbon Offsetting Standard for Organisations (NCOS, 2017). In September 2018 we delivered our second carbon emissions profile report which details our emissions (tonnes of CO2 equivalent) for the previous financial year. Understanding the contribution of Council’s operations to the climate change problem can be achieved by mapping Council’s carbon emissions profile. It also enables opportunities to reduce and offset carbon emissions to be identified and potentially implemented. By taking these steps, Council can take on the role of community leader in the fields of climate change mitigation and next generation governance at both the local and national level. Council’s carbon emission profile for 2017/18 has been estimated at 151,857 tonnes. This is up from 141,538 tonnes over 2016/17, representing a 7% increase. This rise is a result of changes in Council’s operations, improved and updated calculation methodologies, and the inclusion of further emission sources. The largest source of emissions is the Browns Plains landfill which constitutes 40% of Council’s total carbon profile. Other large sources include road and waste infrastructure construction and maintenance (19%), general electricity use (15%), and electricity use by street lighting (7%). (See graph below for a full breakdown of our carbon emissions) While quality input data is available for some emission sources (such as landfill, electricity, and fuel use), other sources rely on lower quality input data (such as construction and maintenance, the use of products and services).

Our Roads Team is committed to delivering innovations in the use of asphalt to maintain the city’s roads that is more environmentally friendly

In 2018/2019 carbon accounting consultants were engaged for advice regarding the inclusion or exclusion of sources that rely on lower quality data. The consultants also validated other aspects of the emissions profile assessment such as the emissions boundary and the estimation methodologies used. The carbon emissions profile report for 2018/2019 is expected to be finalised in late 2019.

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Tonnes of CO2 emissions per source Emissions (tonnes of CO2 equivalent)

% of total emissions

Browns Plains landfill

61,079

40.2%

Wastewater treatment

4,493

3.0%

Fuel use by fleet and plant

4,768

3.1%

0.0%

383

0.3%

22,674

14.9%

0.0%

10,560

7.0%

Business travel—flights

129

0.1%

Business travel—taxis

0.2

0.0%

Business travel—trains and buses

1.2

0.0%

28,833

19.0%

2,958

1.9%

254

0.2%

Waste transportation

3,373

2.2%

Hire of plant and equipment

1,122

0.7%

Purchase of vehicles and plant

3,258

2.1%

Professional services such as consultancies

1,660

1.1%

Major events

973

0.6%

Food sold

126

0.1%

Catering

0.0%

Volunteer vehicle use

1.5

0.0%

Our Logan Magazine

142

0.1%

Downstream tenancies gas and electricity use

794

0.5%

Downstream tenancies refrigerants

123

0.1%

3,931

2.6%

151,857

100.0%

Emission Source

Natural gas use by council facilities Industrial gas use Refrigerants Electricity use Oils and lubricants Street lights electricity

Office paper Road and water infrastructure construction and maintenance Employee commuting Freight, courier, and postage

Cleaning

Energy extraction, transportation and losses Total

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Going Solar at our Council Buildings Much like the rest of South-East Queensland, solar Photovoltaic (PV) has proven incredibly popular in Logan. There are now around 39,000 systems operational representing 161 megawatts of installed solar PV capacity (based on inverter size) across the city. There are a number of solar PV systems at Council owned buildings and this year we completed installation of 100kw systems at three sites: • Logan Metro Sports Centre—Estimated to provide 28% • Marsden Depot • Beenleigh Library It is estimated that these three systems will save Council approximately 332 tonnes of CO2 emissions annually. Given that the solar panels have a 25 year guaranteed lifespan and the inverters have a 12 year guaranteed lifespan, these systems should generate significant ongoing operational savings for Council over the long term.

The Marsden Depot system will provide an estimated 40% of the site's total energy needs, the Logan Metro system will provide 28%, and the Beenleigh Library system will provide 44% of the site's total energy consumption requirements. The new installations continue Council’s commitment to embrace solar energy under the Carbon Reduction Strategy and Action Plan launched in January 2018. The Plan underlines Council’s priorities for an innovative, carbon neutral and green city. Due to the success of implementing solar power, an additional five new sites were identified in June 2019 for delivery in the next financial year. These are: • Logan West Community Centre • Mt Warren Sports Centre • Logan North Aquatic Centre • Logan West Library • Marsden Library

Solar panels installed at Logan Metro Sports Centre

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Priority: Next Generation Governance Next Generation Governance (NG)

We embrace innovation and digital transformation to meet the needs of our customers and community. We embed continuous improvement to provide quality services and assets that add value to our community. Our strong civic leadership has forged strategic national and global partnerships to promote and deliver responsible governance of the City of Logan.

PRIORITY OUTCOMES NG1—Our organisation uses innovation and technology to efficiently manage assets and deliver valuable services to our community and visitors. NG2—We engage our residents, businesses and visitors to inform decisions that affect the future of the city. NG3—We use responsible governance and establish strategic relationships in the management of assets and the delivery of services to the city. NG4—Our people deliver excellent service to customers and the community. NG5—We are building our resilience and recovery capability for future disasters.

SIGNIFICANT PROJECTS/KEY PERFORMANCE INDICATORS AS INCLUDED IN THE 2018/2019 OPERATIONAL PLAN PROJECTS

C Completed Establish a mobile self-service for Council service requests to support Council's Digital Strategy for becoming a Smart City. Target: June 2019 Establish a mobile self-service for Council service requests to support Council's Digital Strategy for becoming a Smart City. Target: June 2019 Develop a corporate website transformation project to ensure that Council's main digital service platform provides for a quality customer experience in seeking information and service from Council. Target: June 2019 Create a Construction Taskforce to proactively reduce the temporary impacts of construction on the community. Target: March 2019 Deliver mobility to Plumbing Investigation and Construction Compliance Teams to improve development assessment services to residents and businesses. Target: April 2019 Deliver actions from the Community Engagement Strategy 2017-21 to set the framework for how Council meaningfully engages with the community. Target: June 2019

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Deliver the 2018 Logan Listens: Residents' Survey to attain satisfaction ratings on council services to inform service delivery improvements and annual planning practices. Target: December 2018

U Undeliverable Prepare a Council-wide Digital Strategy for Council consideration to support the City of Logan becoming a Smart City. Target: June 20191

Deliver, in accordance with the City of Logan Animal Care Strategy 2018–2022, a report to Council for consideration on proposed animal management local law amendments following an approved community engagement exercise. Target: June 2019

Create a Logan City Council media and Internal News Portal to facilitate stronger communication channels with the community. Target: June 2019 2

Deliver a report for Executive Leadership Team (ELT) consideration to enhance the delivery of prioritised planned maintenance for plant fleet assets to support our transition to a next-generation government body. Target: June 2019

Implement Phase One of the Strategic Asset Management and Maintenance System (SAMMS) for nominated asset classes and associated supporting services to support our transition to a nextgeneration government body. Target: June 2019 3

Deliver the Annual Action Plan 2018 to guide Advocacy Program priorities and activities for the 2018 calendar year. Target: December 2018

Develop the Logan and Albert River Floodplain Management plan to support Council's commitment to flood risk management. Target: March 20194

Prepare a quarterly report to ELT that provides an overview of incoming grants funding, uptake of grant opportunities and analysis around successful and unsuccessful grant applications. Target: June 2019 Deliver the People Plan 2018–2021 to ensure Council continues to attract, develop and retain a valuable workforce. Target: June 2019 Implement a new Certified Agreement to formalise employment conditions for the next three years. Target: March 2019 Deliver disaster management system and process upgrades to enhance Council's capability to respond to disaster events. Target: June 2019

The project schedule has been delayed due to the revision of the draft design and layout of final strategy and marketing materials, with required approvals from the Innovation and City Transformation Service Delivery Coordination Team (ICT SDCT), Executive Leadership Team (ELT) and Committee/ Council. This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of September 2019.

Development of the Internal News Portal is progressing in collaboration with Council’s Website Transformation Project (NG1.1.4). Part of this project—delivery of the Internal News Portal, is being managed within the scope of the Website Transformation Project. Delivery of a News Portal for external media outlets is being managed by Media Branch. This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of December 2019.

Target completion date for release 5 has been delayed due to business resource availability. It is anticipated that release 5 will be completed in September 2019. This project has been rescheduled for delivery in our Operational Plan 2019/2020 with an expected target date of September 2019.

The Floodplain Management Study (FMS) and Plan (FMP) rely on the outputs of the Logan and Albert River Flood Study. Finalisation of the FMS and FMP are on hold awaiting completion of the validation of the Flood Study and consideration of impacts of the March 2017 flood event. The project description was reworded at Quarter 2 to “Develop the Logan and Albert River Floodplain Management Plan to support Council’s commitment to flood risk management”. The flood study revalidation project has commenced, with delivery expected in late 2019. The delivery of the FMS and FMP will occur late in the 2019/20 financial year.

Conduct the annual Local Disaster Management Plan review to ensure policies, practices and operational procedures align with agencies and identify opportunities for continuous improvement. Target: November 2018

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N Not proceeding

Logan City Council staff member Brendan Jackson

Develop a Digital Payment Strategy for Council consideration to support Council's Digital Strategy for becoming a Smart City. Target: December 2018 5 In 2018 Council payment services were reviewed. As a result of this work, it has been determined that a formal Payment Strategy is not required, with further improvement opportunities to be pursued as part of standard operations.

KPIs

O On Track Number of inspections conducted for identified water bodies. Target: 216 Average monthly wait time for telephone queues within the contact centre. Target: 45 seconds Average monthly customer satisfaction rating. Target: 4 (out of 5)

M Monitor Percentage of development related enquiries responded to within 24 hours. Target: 95%

B Below target None

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HIGHLIGHTS Delivering on our People Plan 2018–2021 This year we commenced implementing actions from our newly adopted People Plan 2018–2021 (the Plan). The Plan builds upon the work done over the last several years to build and sustain a workplace where our staff are engaged, pursue excellence, and are committed to and take accountability for high levels of performance and being innovative to enable Logan City Council to deliver the City Vision. Developed with input from staff and key stakeholders, the plan is built around a number of key priorities to ensure we have a diverse and inclusive workplace and workforce where our people: • are engaged in what they do, are committed to performing at their best and accountable at all levels to deliver on Council’s Corporate Plan 2017–2022 • develop and display their leadership potential at all levels through the organisation, in turn actively engaging in innovation and continuous improvement to deliver business reform • value the benefits of life-long learning and actively participate in continuing to develop their skills, competencies and capabilities

With our Corporate Plan 2017–2022 in mind, our focus on delivering services and infrastructure to our community and the perspective of our people, five People Priorities emerged for the People Plan 2018–2021. This year we delivered on foundational components of our People Plan 2018–2022. These components have been designed to deliver not only key benefits to our business, but expedite and strengthen the outcomes of upcoming People Plan initiatives.

LEADERSHIP AND ACCOUNTABILITY (LAA) LAA3: Leadership Development The Leadership Exploration and Acceleration Program (LEAP) provided an opportunity for Council’s leadership community to enhance self-awareness shaping effectiveness and co-define contemporary leadership requirements needed to ensure delivery of nextgeneration government.

CHANGE MANAGEMENT AND LEADERSHIP (CML) CML1: A change management framework has been developed and successfully implemented across multiple branches, delivering business improvements as well as the enhancement of our people’s well-being.

• embrace and actively participate in organisational change • place value on their safety and well-being each and every day.

Safety and Wellbeing Change Management and Leadership

People Plan 2018–2021

Workforce of the future

Great Place to Work

Leadership and Accountability

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Lessons Management Program Logan City Council’s Lesson’s Management Program won the inaugural AFAC Lessons Management Award 2018. The award recognises initiatives that build whole of community resilience to disasters and emergencies around Australia. Since commencing the program in 2016, this program has matured to the point where it has evolved from working adhoc, to using evidence-based information to build a formal lessons management program embedded into disaster management’s work practices. The development of this program is the first formal lessons management program at Logan City Council, and we remain committed to maintaining and enhancing the capability to respond and recover effectively from events in our community.

Looking to the future, it is expected that the Lessons Management Program will continue to mature, with further improvements made in collaboration with key stakeholders, particularly the Local Disaster Coordination Centre staff, who are often directly impacted by changes in this space.

Disaster Management and Preparedness All of the disaster management projects which were set in the Operational Plan 2018/2019 and related initiatives were completed this year. Focus centred on engagement with the community, education and ensuring disaster management practices remained up to date.

Family ensuring they are prepared for the unlikely event of a disaster

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Helping Logan residents for when disaster strikes

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LOOKING FORWARD What’s coming up in the next 12–18 months? COMMUNITY ENGAGEMENT ACTIVITIES

CAPABILITY BUILDING

Aged care sessions are being delivered to various centres throughout the city, focusing on planning and preparing for, as well as recovering from, a disaster event. To enable the facilities to be self-reliant in a disaster, Council is providing tools which will empower the facilities to arrange and maintain their own processes.

We will continue to roll out training programs ensuring Council continues to have a disaster response capability to support the community when disaster events arise.

The Get Ready Queensland program of work will continue this year, with a focus on facilitating networks within the aged care sector, targeted bushfire management education resources, undertaking community profiling across the city and engaging with various community groups to build resilience, as well as investigating engagement strategies with the business and industry sectors.

Engagement will occur with various local Community Centres to assist them to increase their resilience through Business Continuity Planning for future emergencies, as well as disaster recovery and preparedness workshops designed to increase their ability to respond to disasters and support their community. Council will assist local leaders and interest groups to develop localised Community Emergency Planning to build local capacity.

UNDERSTANDING OUR RISKS COMMUNITY ENGAGEMENT—RECOVERY AND RESILIENCE FOCUS The recovery role aims to build community resilience by increasing local capacity to respond and recover better after local disasters. This will be achieved by engaging with local leaders, interest groups and agencies, with a particular focus on the most vulnerable population to develop a localised recovery and resilience plan, involving an integrated combination of needs and strengths analysis, planning and the delivering of tailored training/workshops.

We recently completed a review of the All Hazards Risk Assessment and moved to the new Queensland Emergency Risk Management Framework. This work has been undertaken to better enable Council to understand its risk profile and improve its capacity to resource and respond to events. Information gathered from both internal and external stakeholders has been integrated, informing a wider understanding of the hazards, impacts and vulnerabilities. The Climate Change Adaptation Plan was also incorporated into the new assessments.

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COMMERCIAL BUSINESS UNITS

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This section summarises the performance of our two commercial business units—Logan Water and Logan Waste. It includes each unit’s Annual Performance Plan, which is a requirement under the Local Government Regulation 2012. This section also highlights the business units’ key achievements for the financial year and provides a summary of projects planned for the year ahead.

An artist’s impression of Pebble Creek

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COMMERCIAL BUSINESS UNITS

Logan Water OUR SERVICES As a water service provider, Logan Water is responsible for providing safe, reliable and efficient drinking water supply and wastewater (sewerage) services to customers in the City of Logan.

Our Logan City Council staff conducting water testing

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LOGAN WATER ANNUAL PERFORMANCE PLAN REPORT This is a summary of Logan Water's performance against the 2018/2019 key performance indicators for water and wastewater service delivery.

Water Netserv Plan Focus Area

Key Performance Indicator (KPI)

2018/2019 Target

2018/2019 Performance

Safety focused

1. Lost Time Injury Frequency Rate (LTIFR) Combined

≤ 10

121

Customer Service Excellence

2. Number of water quality complaints per 1,000 properties

≤5

3.7

3. Percentage compliance with drinking water quality aesthetic parameters (based on National Health and Medical Research Council (NHMRC) guidelines)

≥ 95%

100%

4. Percentage compliance with drinking water quality health related guidelines (based on NHMRC guidelines)

≥ 99%

100%

5. Percentage compliance with NHMRC microbiological guidelines (Rolling 12 month)

≥ 99%

99.7%

6. Water supply reliability (percentage of property connections that do not experience an unplanned water supply interruption annually)

≥ 92.0%

91.2%2

7. Wastewater service reliability (percentage of property connections that do not experience an unplanned wastewater service interruption annually)

≥ 95.0%

99.98%

8. Restoration of water supply (percentage of interruptions where service has been restored within five hours)

≥ 95.0%

99.1%

9. Restoration of wastewater services (percentage of interruptions where service has been restored within five hours)

≥ 92.0%

100%

10. Percentage of urgent water events that are responded to within two hours

≥ 80%

85.2%

11. Percentage of urgent wastewater events that are responded to within two hours

≥ 90%

90.7%3

12. Percentage of non-urgent water events that are responded to within 36 hours

≥ 80%

69.1%

13. Percentage of non-urgent wastewater events that are responded to within 36 hours

≥ 90%

96.3%

Lost time injury target exceeded with 5 LTIs recorded for the reporting year Reliability of water supply slightly exceeded performance target. 542 connections were interrupted as a result of third party network damage. 3 Data unavailable after April during implementation stage of work order management system. 1 2

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Water Netserv Plan Focus Area Financial and Business Efficiency

Environmentally responsible

2018/2019 Target

2018/2019 Performance

14. Earnings Before Interest and Tax (EBIT) against budget (excluding capital adjustments)

≥ –5%

3.9%

15. Total Operating Expenditure (OPEX)

≤ 10%

6.6%

16. Water Purchase Volume in Logan (Variance against Budgeted Water Purchases)

≥ –5%

6.11%

17. Real losses (system water loss—litres per service connection per day)

≤ 50L

43.92

19. Notifiable wastewater overflows reported to DES per 100km main

≤ 0.50

0.32

20. Percentage notification of major incidents to DES (within 24 hours)

100%

≤1

0.75

22. Long term effluent standards (calculated average long term compliance for all Wastewater Treatment Plants (WWTP))

100%

81.4%4

23. Percentage of short term wastewater compliance with DES licence standards

≥ 95%

99.1%

24. Number of wastewater main breaks and chokes per 100km of main

≤ 15

9.0

25. Number of water main leaks and breaks per 100km of main

≤5

5.775

26. Number of wastewater property connection breaks and chokes per 1,000 properties

≤3

1.04

27. Number of dry weather wastewater overflows (to connected residential properties) per 1,000 properties

≤3

2.05

≥ 90%

91.0%

Key Performance Indicator (KPI)

18. Compliance with Department of Environment and Science (DES) licences (number of infringement notices received)

21. Number of wastewater odour complaints per 1,000 properties

Deliver and Maintain our Assets

28. Percentage of capital program delivered to budget

Long term effluent compliance impacted by suspended solids non-compliances at Loganholme Wastewater Treatment Plant that have been addressed affecting the 12 month reporting period. 5 Water main leaks and breaks per 100km slightly exceeded performance target. 4

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COMMERCIAL BUSINESS UNITS

Health, Environment and Waste Branch—waste and recycling program PROGRAM PURPOSE

2018/2019 HIGHLIGHTS

To contribute to a clean, sustainable, prosperous and healthy city through the delivery of a reliable, connected, affordable and profitable waste and recycling service.

Preparation for the Introduction of the Waste Levy on 1 July 2019

OUR SERVICES The following services and facilities were provided during 2018/2019: • Household waste and recyclables collection • Processing of recyclables collected at the kerbside • Browns Plains Waste and Recycling Facility • Logan Recycling Market • Transfer stations at Browns Plains, Carbrook, Greenbank, Logan Village and Beenleigh • Kerbside clean-up services • Maintenance of closed landfills • Public place bin servicing • Special event bin servicing • Community service obligations (household paint and chemical drop-off days, dead animal collection, coordination of Clean Up Australia Day).

KEY PERFORMANCE INDICATORS Result

Budget variation

Revenue

$40.378m

$162,625 (0.40%) under budget target of $40.541m

Operating Expenditure

$30.391m

$1.746m (5.43%) under budget target of $32.136m

Net profit after tax

$7.145m

$1.191m (20%) over budget target of $5.954m

*See page 156 for the complete Waste and Recycling Program 2018/2019 performance plan report.

In 2018, the Queensland Government announced the commencement of a landfill levy from 1 July 2019. The waste levy aims to: • reduce waste to landfill • encourage waste avoidance and increased recycling • provide a source of funding to enable better resource recovery practices • facilitate industry investment in resource recovery infrastructure. The Waste and Recycling Program undertook significant planning and preparations ahead of the waste levy introduction which included— • Adopting a new schedule of waste disposal fees and charges to ensure appropriate implementation of waste levy obligations. • Reviewing and updating the waste voucher policy. • Successfully sourcing funding for preparatory works under the Local Government Levy Ready Grant Program. • Attendance at numerous training sessions provided by the Queensland Government and Council’s weighbridge software provider. • Extensive testing of weighbridge software to account for the waste levy. • Undertaking a comprehensive awareness campaign to inform the community about the changes to waste fees and charges resulting from the waste levy. • Establishing a dedicated Resource Recovery Area of operation at the Browns Plains Waste and Recycling Facility to maximise resource recovery and minimise disposal to landfill. • Preparation and operational changes in ways of working for team members and equipment to maximise resource recovery and maintain regulatory compliance.

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Waste and Recycling Collection Contract Renewal Project Council's current waste and recycling collection contract concludes on 3 July 2021, with the collection service provider for the next contract envisaged to be announced prior to the end of 2019. This will allow sufficient time for the next service provider to mobilise for a seamless transition from 3 July 2021. During 2018/2019 the following activities were conducted as part of the waste and recycling collection contract renewal project— • External probity advisors were appointed. • Internal, external and industry consultation was conducted. • Tender Assessment Manual and tender documents were prepared. • Tenders were called in February and closed in April 2019.

Container Refund Scheme (CRS) The Queensland Government introduced a beverage Container Refund Scheme on 1 November 2018. The scheme gives people an incentive to collect and return containers for recycling, in exchange for a 10 cent per item refund payment. The refund is redeemable at a container refund point. The scheme is a litter reduction measure to remove drink containers from the litter stream. It is also a potential source of revenue for residents and community groups. During 2018/2019, Council undertook awareness campaigns and provided advice to the community regarding the Container Refund Scheme.

IRIS Research Customer Services Survey The IRIS Research Customer Services Survey report for 2019 was received in May 2019. It presented the combined results of two phases of resident surveys. A total of 282 residents who had lodged queries with the Logan City Council Customer Service Centre were asked to evaluate the ease of doing business, service received, processing and outcomes, and overall satisfaction with their experience. The Waste and Recycling Program was identified as being high performing in terms of customer satisfaction. Specific waste services survey responses and ratings on a scale of 1(low)–5(high) were:

Additional bin

Missed collection (bulk bin)

Repair damaged bulk bin

Replace stolen bin

Missed kerbside collection

4.8

Cancel additional bin

4.7

Repair damaged wheelie bin

4.6

Abandoned bin found

4.5

New/cancel wheelie bin

4.5

Our Health, Environment and Waste staff at Berrinba Wetlands

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Waste Education Program Provided below are highlights of the 2018/2019 program: • A total of 191 classes and 5,364 students participated in the Watch out Waste program during the year. • 61 classes and 1,593 students participated in tours of the Browns Plains Waste and Recycling Facility. • Four weekend workshops, five presentations to community groups, and one community group Browns Plains Waste and Recycling facility tour were delivered across the year reaching a combined total of over 254 Logan residents. • The Put a Grin on Your Bin campaign utilised education to address behaviours in relation to assessing and reducing contamination in targeted residential recycling bins. 199 households were targeted in this initiative in the suburbs of Yarrabilba, Loganlea and Marsden. • Educators met with the Business Service Manager (BSM) at six schools and undertook a visual inspection of the school grounds and conducted a mini-waste audit with some of the students. Each school received a follow up report outlining a series of suggestions and recommendations for waste management improvements. • Waste and recycling flyers were developed and distributed in eight languages to assist English as a Second Language (ESL) and multicultural groups to engage in best practice waste management. • The educators partnered with SubStation33, Carts and Millie and Reverse Garbage to facilitate two weekend community workshops with a focus on ‘repair not replace’. The workshops showcased basic repair and upcycling skills and were held at the Browns Plains Waste and Recycling Facility. Twenty-five members of the community attended the workshops. • In order to provide an insight into the daily workings of the Browns Plains Waste and Recycling Facility EnviroCom, in partnership with DroneShots, created an online virtual tour of the landfill, recycling facilities and Logan Recycling Market using drone photography and images. The virtual tour was made available to upload to YouTube and placed on the Council website.

Future Waste Transfer Stations Network Options Study

Resource Recovery and Waste Disposal Expression of Interest In 2018/2019, Logan City Council led a collaborative process in conjunction with Ipswich City Council, Redland City Council, Lockyer Valley Regional Council and Somerset Regional Council seeking expressions of interest for resource recovery and/or waste disposal services. It was considered offering combined resource and waste tonnages to the market would make the waste/recovery proposition more attractive to prospective tenderers. The EOI also retains the option for proposals to be submitted for individual Councils and/or waste types. Evaluation of submissions will occur during the 2019/2020 financial year.

Community service obligations Community service obligations are provided for in accordance with our Remissions to Community Organisations and Community Service Obligations Policy. The following community service obligations, their cost and the functional area of Council responsible for specifying the level of service required and paying for the service were as follows: Community service obligation

Responsible branch

Free tipping for community organisations

Community Services

$24,591.16

Clean Up Australia Day Campaign

Community Services

$2,429.63

Natural disasters/ emergency situations

Community Services

0.00

Pensioner discounts for rated garbage and recyclables collection services

Corporate Finance

Total

Actual $

$339,688.65

$366,709.44

In 2018/2019, the Waste and Recycling Program commenced investigating options for future waste and recycling facilities to accommodate the needs of the growing city. This work will continue into the 2019/2020 financial year.

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LOOKING FORWARD

Household waste and recycling in Logan Household recyclables per wheelie bin per week (kg)

What’s coming up in the next 12–18 months?

Household waste per wheelie bin per week (kg)

Collection Contract Commencement Plan Planning to ensure a successful transition into the commencement of Council's new waste collection service in July 2021. It will include:

2014/2015

12.69

• Monitoring of contractor preparations • Promotion/marketing of services.

2015/2016

2016/2017

2017/2018

Report Future Waste Infrastructure Network Options Study

2018/2019

Review Browns Plains Landfill Models

2.44 12.24

Install additional waste segregation, storage infrastructure, facilities and services at Council transfer station facilities to divert recoverable waste from landfill and increase resource recovery.

Advance the Future Waste Infrastructure Network Options study to inform future waste planning.

2.78 12.5

• Establishment of new administrative and customer service processes.

Install Waste Segregation/Storage Infrastructure

2.64

2.57 12.61 2.28 13.91

Note: Based on domestic premises issued with 140 or 240 litre wheelie bins

Review the Browns Plains Landfill valuation and rehabilitation financial models to improve accuracy.

Construction and Operation of a new cell at Browns Plains landfill Commence the phased construction and operation of a new cell at the Browns Plains landfill.

Total tonnes landfilled at the Browns Plains landfill (tonnes)

2014/2015

161,150

Evaluation of the Resource Recovery and Waste Disposal Expression of Interest Submissions

2015/2016

165,350

Progress the evaluation of the resource recovery and waste disposal expression of interest submissions.

2016/2017

Being Smarter—preparation for the trial introduction of QR codes on waste vouchers

2017/2018

Trial the use of QR codes on waste vouchers for customers receiving electronic rates notices.

2018/2019

The trial of QR codes will provide increased data and information on who, when and how vouchers are used by this group of customers. Depending on results the scheme may be expanded in the future.

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174,607

196,591

182,121

COMMERCIAL BUSINESS UNITS

Tonnes of waste material diverted from landfill at Logan waste and recycling facilities by type (tonnes) 2014/2015

2015/2016

1,752.91 1,054.38

2016/2017

13,011

2017/2018

13,570.79 14,235.59

1,512.96

14,628.56

116

618.41

589

1,188.95

2018/2019

209.41

613.68

126.6

529.15

96.51 1,414.45

Material sold at the Recycling Market

148.72

13,205.33

596.15

Net quantity kerbside recyclables

Cardboard collected for recycling at transfer stations

32,592

52,008

3,907 93.89

30,242.77

49,229.23

3,648.99

58.04

38,560.01

E-waste collected for recycling at transfer stations

58,712.21

? 4,042.24

38,343.91 33.54

31,061.43

Waste vegetation

48.73

59,149.12

4,291.07

Comix (kerbside recyclables) collected at transfer stations

50,750.69

Metal collected for recycling at transfer stations

Total quantity of material collected and removed for resource recovery, recycling or reuse

Proportional composition of kerbside recyclables by weight (tonnes) 2014/2015

2015/2016

3.6

47.2

50.8

2016/2017

4.8

2017/2018

2018/2019

2.7

3.3

7.7 3.4 44.9

43.9

12.7

4 0.9

45.3

3.8

Paper and cardboard

Glass

2.5

3.9

1.1

3.1

1.8

1.3

1.4

3.5

HDPE

1.2

Aluminium

0.8

PET

1.3

3.1

2.8

0.9

Mixed plastic

34.5

2.1

1.9

36.6

36.7

31.9

1.9

36.8

Steel

Waste

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WASTE AND RECYCLING PROGRAM ANNUAL PERFORMANCE PLAN REPORT Programs management—KPIs KPI

2018/2019 Target

2018/2019 Actual

Return on Assets

10.55%

10.60%

Earnings Before Income Tax (EBIT)

$8.510m

$10.037m

Gross margins

$25.481m

$25.198m

Cost of delivering waste services—Operating contribution margin net (Operating revenue less expenses)

Favourable variance of less than 10%

18.83% due to savings in expenditure

Administration Program—KPIs KPI

2018/2019 Target

2018/2019 Actual

Proportion of missed bin services

0.05%

Achieved

0.07% lowest acceptable

The actual number of services carried out in the YTD 2018/2019 has been 11,897,274. There have been 1,411 reported missed services due to contractor error during the period. This represents a missed rate of 0.011% which is within the requirement of 0.07%.

Timeliness of returning to collect missed bin services

98%

Achieved

90% lowest acceptable

4,052 requests have been received for missed bins during the 2018/2019 YTD.

Timeliness of repair of damaged wheelie bins

98%

Achieved

90% lowest acceptable

2,866 requests have been received for damaged bins during the 2018/2019 YTD.

Timeliness of replacement of stolen wheelie bins

98%

Achieved

90% lowest acceptable

1,669 requests have been received in total for stolen bins during the 2018/2019 YTD.

Timeliness of completion of Kerbside Clean Up (KCU) services

98%

Achieved

90% lowest acceptable

100%—18 services had been completed by the end of June 2019 and all were completed on schedule.

Level of customer satisfaction with wheelie bin collection service

90%

Achieved

80% lowest acceptable

In the October 2018 Residents Survey the “Average Satisfaction Rating” with “General waste collection” was 86%.

Contamination level in kerbside recycling

Less than 25%

Not Achieved

35% lowest acceptable

37.4% (May 2019 audit)

3,965 (97.8%) requests were actioned within one working day.

2,840 (99.0%) requests were actioned within 2 working days.

1,560 (93.4%) requests were actioned within one working day.

A number of community education initiatives are in place to address household non-compliance.

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Logan City Council Recycling Truck

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Operations Program—KPIs KPI

2018/2019 Target

2018/2019 Actual

Number of odour complaints

No standard

A total of 112 odour reports were received from 24 separate reporters.

Level of compliance with environmental licence conditions

No formal enforcement action received

Achieved

Maintain ISO 9001 and ISO 14001 accreditation

Maintain accreditation

Achieved

No formal enforcement action received.

A QMS & EMS Surveillance audit was undertaken in July 2018 with a recommendation that certification continues.

Administration and Operations Program—KPIs KPI

2018/2019 Target

2018/2019 Actual

Implement actions in accordance with the 2017–2021 Waste Reduction and Recycling Plan

90%

Achieved 100%

Projects—Waste and Recycling Administration and Operations Programs Project

2018/2019 Target

2018/2019 Actual

Complete the tendering process for the recyclables processing contract due to commence in 2021.

June 2019

Not achieved

Conduct kerbside recyclables composition audits to determine recyclables processing prices.

May 2019

Implementation of the use of portable devices to undertake plant and machinery prestart checks and fault reporting.

November 2019

Commence construction of new Browns Plains Landfill cell 2E to provide for the continued deposit of waste.

June 2019

A Council decision was made to remove the delivery of this project from the Operational Plan 2018/2019 (Minute Number 126/2019) due to ongoing negotiations with the current service provider following the Chinese National Sword Policy on the acceptance of recyclable materials. Tenders are now expected to be called in 2020. Achieved Audits were conducted in November 2018 and May 2019.

Achieved Suitable tablet devices and electronic reporting applications have been secured. Team members are trained and the reporting system is now in daily use across the Waste and Recycling program.

Not Achieved This project was not commenced due to the existing landfill cell being operational longer than anticipated.

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Undertake a waste disposal Expression of Interest to identify options to inform future waste planning for Logan CC.

June 2019

Implement storm-water management infrastructure and systems to reduce the risk of pollution and increase stored water resources at the Browns Plains Landfill.

June 2019

Extend the metal recycling bin area at Beenleigh Transfer Station to further increase scrap metal recycling

November 2018

Prepare a Future Waste Infrastructure Network Options Study to assess current asset capacity and investigate future waste and recycling infrastructure needs to inform future waste planning.

June 2019

Replace the Browns Plains Transfer Station waste bin flaps to provide a robust and reliable system.

April 2019

Achieved The Expression of Interest was advertised in May 2019.

Not Achieved The requirement for this project aligns with the requirement to commence construction of a new landfill cell. As the existing landfill cell remained operational longer than anticipated, this stormwater infrastructure project is now expected to commence in 2019/2020. Achieved The metal recycling bay area has been successfully extended to allow for a second scrap metal bin, thereby increasing scrap metal storage capacity at the site. Not Achieved This study will be progressed during 2019/2020 and informed by the outcomes of the Resource Recovery and Waste Disposal Expression of Interest.

Not Achieved The decision by the Queensland Government in 2018 to introduce the waste levy changed the direction of this project. Council needed to focus on maximising the recovery of resources and minimising waste to landfill at the transfer station. Changes to the recycling areas, transfer station bin flaps and residual waste deposit locations infrastructure for selfhaul customers will be necessary in order to achieve this goal. Council has received an initial conceptual site layout design for review and will be applying for grant funding from the Queensland Government to support the changes in infrastructure necessary to overcome the constraints of the current transfer station layout and bin flap configuration to maximise resource recovery.

Complete the following components of the Waste Collection Contract Renewal Project:

June 2019

Achieved Tenders were called on 16 February 2019, closed on 30 April 2019 and were in the process of being assessed on 30 June 2019.

• prepare tender documents, • obtain Council approval and; • call tenders.

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This section contains a range of information important to Council as an organisation, including statutory information and public interest disclosures required under the Local Government Act 2009, information on our key governance and financial policies, and an overview of our financial sustainability.

Preliminary concept images of York Street for the proposed York Street Mixed Use Development by Conrad Gargett

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Service charges Service charges apply in situations where Council has ongoing contact with the public as part of our responsibilities and functions in revenue collection, administration and supply. Some of the revenue raised is devoted to administration costs and overheads. Other income from service charges is used for appropriations to relevant reserves. Ordinary or trading income, grants, subsidies or contributions received in respect of the service programs and any internal financial accommodation arranged within our own financial entities are regarded as service charges.

Service

Number of assessments

Value ($m)

Garbage

117,861

$33,684,117

SEPARATE CHARGES In levying separate charges, such as the environmental and community service charges, it is Councilâ&#x20AC;&#x2122;s policy that certain appropriately identified groups of costs or outlays are to be recovered via a uniform charge on each rateable property within the city. This policy ensures that the impact of those costs is equal across the cityâ&#x20AC;&#x2122;s rate base on the grounds that the function or service is available and for the benefit of all residents. Charge

Net value ($m)

Environmental Charge

$9,199,590

Community Infrastructure Charge

$44,571,656

Trade Waste Charge

$3,447,893.46

CONSUMER CHARGES There are certain other Council services where consumers are expected to meet all, or the majority of, the cost of provision. Those charges relate to property searches and processing applications and licensing registrations. Charge Application fees

Net value ($m) $17,491,421.80

Permit, licence and registration fees

$1,947,504.84

Property searches

$2,057,101.40

Total

$21,496,028.04

INTEREST ON RATES AND CHARGES We continued to impose the maximum rate of interest permissible by statute on outstanding rates and charges in an effort to discourage any avoidance of rates and charges debts. In this respect, we continued to comply with statutory requirements and guidelines regarding the imposition of fines and penalties.

COLLECTION OF OUTSTANDING RATES AND CHARGES At the close of the financial year, the balance of outstanding rates and charges was $22,791m or 4.68 per cent of the gross rates and charges levied for the year (compared to $19.897m or 4.12 per cent in 2017/2018). While we continued our policy of assisting ratepayers to budget for payments, we also continued to pursue debtors.

PRECEPTS AND GOVERNMENT LEVIES We complied with appropriate legislation in the levying, collection and remittance of precepts and charges payable to the State Government.

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DISCOUNTS AND CONCESSIONS It remained Council’s policy to encourage the prompt payment of rates and charges by offering discounts for payment by a designated due date and to further encourage early payment incentives according to guidelines and within limits provided by statute. Discounts: Discounts offered included five per cent of current rates and charges (excluding the State Government’s emergency levy, sewerage and water service charges and water consumption charges), where full payment of rates, including all outstanding arrears, was made by 30 days after the date of issue of the rates notice. Concessions: Council’s policy in 2017/2018 was to provide assistance to property owners in receipt of a pension from the Federal Government and to offer concessions to achieve specific objectives such as the conservation of environmentally sensitive land. Pensioner concessions: Remissions on general rates in 2018/2019 were $339.20 per annum for maximumrate pensioners and $169.90 per annum for nonmaximum rate pensioners, upon application to Council. Council also offered eligible pensioners on a maximum rate pension, a remission of up to 10 per cent per year and non-maximum rate pensioners a remission of up to 5 per cent per year on waste charges. The State Government provides a subsidy of 20 per cent on current rates and charges as levied (to a maximum of $200 per annum) and a 20 per cent pensioner subsidy on the emergency levy charge. The State Government also provides an additional subsidy on water charges for approved pensioners to a maximum of $120 per year. Pensioner concession

Number of properties

Value ($m)

State Government

14,357

$4,817,295

Council

14,406

$4,373,240

Tenders and expressions of interest There were no invitations to change tenders under section 228(7) of the Local Government Finance, Plans and Reporting Regulation 2012 during the financial year.

Community service obligations Community service obligations are “top-up” or subsidy payments to our business units for activities undertaken where it is not profitable for the business unit to perform the activity/service but is nonetheless required to provide the service to the community on public interest grounds (as per section 24 of the Local Government Regulation 2012). The following information highlights the categories for which Council believes assistance is required on public interest grounds. Community service obligations Cleansing remissions to eligible pensioners Water, sewerage and cleansing remissions to eligible community Organisations Free tipping for community organisations (includes Clean Up Australia Day and disposal of motor vehicles)

Actual value 2018/2019 ($) 339,689

1,010,880 27,021

Natural disasters/emergencies

1,377,589

Total

2,755,179

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Registers open for inspection To allow people to inspect decisions and disclosures made by Council and councillors, the following registers are open for inspection: • Annual budget • Business activities • Certificate classification under the Building Act 1975 • Council minutes (on Council’s website) • Councillors register of interests (on Council’s website) • Council policies (on Council’s website) • Complaints about councillor conduct or performance (on Council’s website) • Delegations of authority • Development assessment applications • Development approvals • Development permits • Disclosure log under the Right to Information Act 2009 (on Council’s website) • Disclosure of election gifts • Dog registry • Fees and charges—regulatory fees and schedule of commercial and other charges • Infrastructure charges • Licences, approvals and environmental reports under the Environmental Protection Act 1994 • Local laws and subordinate local laws • Monitoring program results • Notices issued under the Building Act 1975 • Register of impounded animals • Infrastructure Agreement Register • Licences under the Food Act 2006 • Licences under the Public Health (Infection Control and Personal Appearance Services) Act 2003 • Environmental (Vegetation) Offsets Register under the Environmental Offsets Act 2014

Photo by Chris Blunt. Daisy Hill Forest

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Financial sustainability FINANCIAL MANAGEMENT STRATEGY Council measures actual revenue and expenditure trends over time as a guide to future requirements and to make decisions about the efficient allocation of resources to ensure the most effective provision of services. Council

Measures How the of financial measure is sustainability calculated

Target

ensures that its financial management strategy is prudent and that its long-term financial forecast shows a sound financial position while also being able to meet the community's current and future needs.

Actual Projected for the years ended 30 June 30 June 2019 2020 2021] 2022 2023 2024 2025 2026 2027 2028

Net result (excluding capital Operating surplus items) divided by ratio

total operating revenue (excluding

Between 0% and

2.1%

1.1%

1.4%

1.6%

1.1%

1.4%

1.9%

2.5%

2.8%

3.1%

10%

capital items) Capital expenditure on the Asset sustainability ratio

Replacement of

Greater

assets (renewals)

than

divided by

90%

74.6%

98.0% 81.6% 79.2% 78.3% 71.8% 68.2% 69.3% 68.9% 63.3%

â&#x20AC;&#x201C;31.7%

22.4% 52.4% 65.1% 65.5% 69.3% 72.9% 81.8% 77.6%

depreciation expense Total liabilities less

Not

Net financial

current assets

greater

liabilities ratio

divided by total

than

operating revenue

60%

74.1%

Photo by Ian Hinrichsen. Logan Entertainment Centre

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Code of competitive conduct for business activities In accordance with sections 45 and 47 of the Local Government Act 2009, Council resolved that the Code of Competitive Conduct (the Code) be applied to Plant Fleet Services (workshop, fleet external, fleet internal). Council resolved not to apply the Code to community venues, sport centres, aquatic centres, the Logan Entertainment Centre and development assessment building services. Council's reasons for not applying the Code to the above are below: • One argument often advanced for applying the Code to business units is that the commercial culture will drive efficiencies in both the business unit and the Council administration as a whole. In Logan’s case, the internal support service providers work on an ongoing basis in conjunction with the business units and other streams within Council to drive efficiencies for the business units and Council as a whole. The application of the Code to these activities would not increase this pressure for change. • It has been the view of Council that the Code not be applied until such time as the business activities can demonstrate that they are efficient and competitive and the Council has accurate financial information on which to base its assessment. The financial

information for these activities highlights that Council’s purpose is not profit driven but more about increasing community access to services and social benefits. • Development assessment building services ceased marketing external private certification services on 30 June 2010 and is primarily focused on providing a customer services obligation in the finalisation of the historical backlog of building approvals from the transferred local government areas as part of boundary reforms. If any future requests are made under section 51 of the Building Act 1975 for Council to provide a mandatory certification service, Council can carry out this function. For general certification requests, Council provides a register of external providers and will also refer the requester to the Yellow Pages and the Internet.

SUMMARY OF INVESTIGATION NOTICES FOR COMPLAINTS AND REFERENCE There were no complaints received in regard to competitive neutrality.

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National Competition Policy reforms In the late 1990s, the Local Government Act was amended as a result of an Australian Government study, titled The Hilmer Report. This report aimed to increase competition and efficiency of trade and commerce. These principles were then translated across to Council’s prescribed business activities. Significant business activities of Council during 2018/2019 were:

Quality assurance Logan Water has a State Government approved Drinking Water Quality Management Plan and also has an Environmental Management System based on ISO 14001 principles. Logan Water’s laboratory services are National Association of Testing Authorities (NATA) accredited for the tests it provides. This accreditation includes compliance with ISO 17025.

• Logan Water (commercialised significant business activity) • Logan Waste Services (commercialised significant business activity) • Plant Fleet Services—Workshop (Code of Competitive Conduct Business—Prescribed Business Activity) • Plant Fleet Services—Fleet External (Code of Competitive Conduct Business—Prescribed Business Activity) • Plant Fleet Services—Fleet Internal (Code of Competitive Conduct Business—Prescribed Business Activity).

Photo by Fadi Alshrawy. Riverdale Park

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The growth and life of the mind by Chris Worfold was commissioned for Logan West Library. A large tree root provides the structure for this three-panelled artwork. Its status as a painting or a sculpture is often debated

Administrative action complaint disclosures 2018/2019 We aim to ensure excellent standards of service and have a policy in place to efficiently and effectively investigate—and, where appropriate—and take corrective action and/or revise a decision made when a customer is dissatisfied. We are committed to dealing fairly with administrative action complaints. To demonstrate this commitment we have: • provided good decision training (including online training) to relevant officers and customer service training • implemented a system where administrative action complaints are dealt with by the relevant manager and (where required) internally reviewed by the relevant director. If the complaint still remains unresolved, the complainant is advised of their appeal option to the Queensland Ombudsman. We are required under section 187 of the Local Government Regulation 2012 to disclose the number of complaints made and resolved through our administrative action. Outcome of administrative action complaints

Number

Number of complaints made under the Administrative Action Complaint (AAC) process during 2018/2019

251

Number of AACs resolved under the complaints management process during 2018/2019

189

Number of unresolved complaints under the AAC process during 2018/2019

Number of unresolved complaints under the AAC process during 2018/2019 that were made in the previous financial year (2017/2018)

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Local Government Finance Standard disclosures The Local Government Regulation 2012 requires certain matters to be disclosed to improve awareness about how we use money for the following: Expenditure 2018/2019 ($)

Category Grants to Community Organisations

$1,907,482

For more information about the Mayor and Councillorsâ&#x20AC;&#x2122; Community Benefit Fund, including a breakdown of funding (recipients, amount and purpose) given by each councillor, visit: logan.qld.gov.au/benefit-fund

Overseas travel and accommodation costs are detailed below: Name

Position

Destination

Purpose

Cost ($)

Michael Asnicar

Health, Environment and Waste Manager

UK, Europe and USA

Zero Waste Study Tour with LGAQ

$16,389

Richard Oakley

Waste and Recycling Program Leader

UK, Europe and USA

Zero Waste Study Tour with LGAQ

$15,600

Rachel Booth

Senior Environmental Services Officer

New Zealand

The 5th Oceania Congress for Conservation Biology

Jason Sandar

Global Connections Senior Business Development Executive

China and Singapore

Shanghai to Singapore Trade Mission

$3,795

Tate Ryan

Economic Development and Place Management Program Leader

China and Singapore

Shanghai to Singapore Trade Mission

$2,357

Patty Hsiao

Global Connections Senior Business Development Executive

China and Singapore

Shanghai to Singapore Trade Mission

$3,812

David Hansen

Director of Strategy and Sustainability

Taiwan

Taiwan 2019 Smart City Summit and Expo

$1,390

Narelle Cowan

Chief of Staff â&#x20AC;&#x201C; Office of the Mayor

Taiwan

Taiwan 2019 Smart City Summit and Expo

$1,326

Trevina Schwarz

Acting Deputy Mayor

Taiwan

Taiwan 2019 Smart City Summit and Expo

$1,853

Ben Steel

Customer Experience and Business Performance Program Leader

Miami

Smart Water Networks 2019 Conference

$5,949

Aggie Partridge

Regional Librarian

Canada

Rendez-vous des bibliotheques publiques public libraries conference

$816

$739

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Beneficial enterprises Under Section 41 of the Local Government Act 2009, a local government’s annual report for each financial year must contain a list of all the beneficial enterprises conducted during the financial year. Council’s beneficial enterprises include:

investlogan.com.au

INVESTLOGAN AT A GLANCE investLogan is an independent investment company that is 100 per cent owned by Logan City Council. The company is run by a Board which is independent from the Logan City Council. investLogan is not just about delivering strong financial returns for the people of Logan, but also has significant social, community and economic benefits to the City of Logan. The company is committed to investing in social and community capital that will maximise our contribution to the Logan community. investLogan is focused on delivering a broad portfolio of diverse property development activities and other investments that will contribute to the city’s economic growth. Property development activities are the current mainstay of our operations. The company is committed to investing in strategic projects in Logan that will not only deliver an investment return to the city, but will also act as a catalyst for further investment. investLogan’s vision is to be a leading, design driven entity, bringing investment into the City of Logan and returning benefits to Logan residents. The company is committed to good design which is good for business and design-driven across all aspects of our business to deliver quality and innovative outcomes and to create outstanding architecture and great places. investLogan is an advocate for Logan. The company is committed to actively partnering and collaborating in the local market, with local people, to deliver outcomes that build wealth in the City of Logan. investLogan is thirsty for local knowledge and insights. The company is committed to undertaking Logan-based research and development as a conduit for innovation, business improvement and as an investment attractor.

investLogan is focused on generating long-term sustainable investment to maximise the returns to the Shareholder and Logan City’s future generations and which will ultimately lead to self-sufficiency. investLogan’s priorities include: • Property development—focussed initially on underutilised and surplus Council premises and seeking strategic development partners to deliver outcomes for the City of Logan demonstrated by the investLogan community housing project in Marsden. • Property acquisition—building a diverse asset base, is a key element of our growth plan and long-term vision. • Social and community enrichment—proactively working to contribute to the Logan community by delivering a diversity of housing, contributing to public realm works to enliven places, encouraging the provision of goods and services from local suppliers or social enterprises demonstrated by the investLogan York Street development in Beenleigh. • Research and Development—understanding the impacts of trends and societal changes in Logan and our business is critical to staying ahead of the curve and will underpin our long-term success demonstrated by the Suburbs of Opportunity Series. • Economic development and financial investment activities—involving looking at opportunities to catalyse economic development through cultivating local business and increasing local wealth by investing in Logan and its community. • Partnerships and collaboration—understanding that future success relies on successful partnerships and collaborations with our Shareholder, business, community and interest groups. investLogan has a goal to be the model local government entity. The company is established under, and governed by, the following key legislation: • Local Government Act 2009; • Local Government Regulations 2012; • Corporations Act 2001 (Cth). As a company wholly owned and ‘controlled’ by a local government, investLogan is classified as a public sector entity under the Auditor-General Act 2009. As such investLogan will be audited annually by the Auditor General of Queensland. The company’s governance framework is considered leading practice for like organisations and is supported by a suite of governance documents that incorporate relevant policies and procedures, including the Queensland Procurement Policy.

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A D D I T I O N A L S TAT U T O RY I N F O R M AT I O N

An aerial view of the Beenleigh Town Centre

For information about investLogan and to view the investLogan Plan 2019â&#x20AC;&#x201C;2023, please see our website: investlogan.com.au

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Expenses reimbursement policy Date adopted: 30/05/2017 File no: 888737-1 Minute number: 148/2017

POLICY TITLE

POLICY STATEMENT

Expenses Reimbursement

The following are the arrangements in place for expenses reimbursement for the councillors of Logan City Council.

DIRECTORATE

1. Conferences and seminars

Organisational Services

Where councillors have received approval to attend a conference, seminar or workshop, Council will make payment of behalf of the councillor and/or reimburse any reasonable expenses incurred by the councillor associated with their attendance.

BRANCH

Further information is provided for in the following Counciladopted policies:

Corporate Governance

(a) corporate travel and accommodation (b) councillor conferences and professional development

POLICY OBJECTIVE To meet the requirements of section 250 (requirement to adopt expenses reimbursement policy or amendment) of the Local Government Regulation 2012 that requires Council to have an expenses reimbursement policy for its councillors.

POLICY SCOPE This policy is the Council’s expenses reimbursement policy as required by the Local Government Regulation 2012 and is consistent with section 4 (Local government principles underpin this Act) and section 104 (financial management systems) contained in the Local Government Act 2009.

(c) conference and seminar attendance. 2. Training and professional development Each year, Council will make an allocation for councillors to undertake professional development courses relevant to their role as a local government councillor. 3. Civic allowance Council currently has an existing policy titled ‘Mayor’s and Councillors’ Civic Allowance’. This policy allows the reimbursement of civic related expenses while a Councillor is conducting Council business. Further information is contained in the policy titled ‘Mayor’s and Councillors’ Civic Allowance’. 4. Daily meals and refreshments Councillors have access to meals and refreshments provided by Council’s canteen provider at no cost. 5. Facilities

This policy excludes Councillors cash remuneration which is determined by the Local Government Remuneration and Discipline Tribunal.

All facilities provided to councillors remain the property of Council. Such facilities must be accounted for when a councillor leaves office and councillors are expected to responsibly look after all publicly-funded facilities and assets provided to them.

DEFINITIONS

The following are the facilities that Council considers necessary for councillors to undertake their role as local government councillors:

Term

Definition

(a) Office accommodation, office-based equipment and executive support (b) Office space and access to meeting rooms

Council business

Business conducted on behalf of Council and/or approved by Council. Council business includes attending an event or function to perform official duties or as an official Council representative at an industry, corporate or civic event.

Councillors

Includes the Mayor and 12 councillors of the Logan City Council.

Council provides an office, office furniture and access to corporate meeting rooms and kitchenettes for Council business. (c) Executive support Council provides permanent executive and administration support staff to the Mayor and councillors for Council business purposes only. (d) Computer and internet

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Councillors are provided with a desktop computer with internet access for Council business use.

A D D I T I O N A L S TAT U T O RY I N F O R M AT I O N

(e) Smart phones and tablets

7. Vehicles

Councillors are provided with a Council landline telephone in the Council administration centre and a smart phone.

Councillors are provided with a Council-owned and maintained vehicle for full and unrestricted use.

Smart phones are provided to assist councillors undertake their roles and responsibilities under the Local Government Act 2009, however, Council’s smart phone plans are capped for calls and data and any call or data usage over and above the allocated limit may be required to be reimbursed by the councillor.

Fuel cards and an E-toll transponder are also provided. Further terms and conditions are provided for in the vehicle lease agreement which outlines the councillor’s obligations in terms of ensuring the vehicle is appropriately used and maintained.

Tablets are available to the councillor in accordance with the management directive titled Portable Personal Computing Devices.

8. Insurance cover and legal costs

(f) Fax and/or scanner Councillors are provided with access to a facsimile and scanner for business use. (g) Printer, photocopier, paper shredder Councillors are provided access to a printer, photocopier and paper shredder for business use. (h) Stationery Councillors are provided with stationery for Council business purposes only, including, but not limited to: (i) pens

Individual car parking allocations are provided at the city administration centre for councillor vehicles. Councillors may be covered under Council’s insurance policies while they are undertaking Council business. Insurance cover will be taken out for public liability, professional indemnity, councillor’s liability, personal accident, group salary continuance (where eligible), international and domestic travel insurance. Council may decide to provide legal indemnity, pursuant to section 107 (Insurance) of the Local Government Act 2009, to cover costs incurred through any inquiry, investigation, hearing or legal proceedings into the conduct of a councillor, or arising out of, or in connection with the councillor’s performance of their civic functions.

(ii) paper

Refer to the Insurance and Indemnity for Councillors policy in the related documents table for more information.

(iii) note paper

9. Superannuation

(iv) letterhead

As Council has resolved to be treated as an “eligible governing body” in accordance with the Taxation and Administration Act 1953, councillors can be recognised as employees for superannuation purposes and the superannuation guarantee contributions of 12 per cent can be paid.

(v) business cards (vi) envelopes (vii) with compliments slips

(viii) councillor magnetic decals for their Council vehicle. Council stationery is not to be converted or modified in any way without approval of the Chief Executive Officer and can only be used for carrying out the functions of the role of councillor. (i) Publications and newspapers Councillors are provided with copies of relevant legislation, daily newspapers, books and journals considered necessary for undertaking their duties.

RELATED POLICIES/LEGISLATION/ OTHER DOCUMENTS: Doc ID

Document type

Document name

6290313

Policy

Corporate Travel and Accommodation

6288459

Policy

Councillor Conferences and Professional Development

6577300

Policy

Conference and Seminar Attendance

8226663

Policy

Insurance and Indemnity for Councillors

5985245

Policy

Mayor’s & Councillor’s Civic Allowance

7080047

Management Directive

Portable Personal Computing Devices

6694453

Administration

Vehicle Leasing Scheme Terms and Conditions

8248376

Management Directive

Vehicle Leasing Scheme

(j) Other administrative necessities Subject to Council approval and inclusion in this policy, councillors may be provided with any other administrative necessities to meet the business of Council. Bulk mail arrangements are managed under the bulk mail guidelines approved from time to time by the City Leadership and Cabinet (CLC) and issued by the Corporate Governance Manager. Council will provide councillors a copy of the electoral roll for their division in hard copy or electronically. The Corporate Governance Manager will provide six (6) monthly updates or as necessary. The Mayor is provided with the entire city voters roll. Blue Cards will be arranged upon request of the councillor. 6. Safety equipment and Council uniforms Councillors will be provided with personal protective equipment when required for a relevant site inspection. Councillors will be provided a uniform allowance of $165 per annum for any Council-approved uniforms. Councillors will be provided with a name badge.

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This section outlines our financial performance and standing during 2018/2019, including the financial statements that have been prepared in accordance with relevant legislation and accounting standards.

An artistâ&#x20AC;&#x2122;s impression of the Kingston Butter Factory outdoor area

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Annual financial statements 30 June 2019

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FINANCIAL REPORTING

Statement of comprehensive income For the year ended 30 June 2019

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FINANCIAL REPORTING

Statement of financial position As at 30 June 2019

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FINANCIAL REPORTING

Statement of Changes in Equity For the year ended 30 June 2019

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FINANCIAL REPORTING

Statement of cash flows For the year ended 30 June 2019

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FINANCIAL REPORTING