2017 Draft Corporate Plan

DRAFT

CORPORATE PLAN

2017-2022

SMART, DYNAMIC, CITY OF THE FUTURE

Our Values COMMUNITY FIRST Working together to know our customers’ needs so that we deliver what matters and what makes a difference. We make decisions with empathy and recognise that the needs of our community are at the core of every decision we make now and into the future.

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

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

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

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

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

Contents MESSAGE FROM OUR MAYOR

4

ACTING CEO’S MESSAGE

5

OUR CITY’S ELECTED REPRESENTATIVES

6

ABOUT THE DRAFT CORPORATE PLAN

8

STRATEGIC ALIGNMENT

9

ABOUT OUR CITY

10

CITY SNAPSHOT

11

REMEMBERING OUR PAST

12

HERE AND NOW

12

EMBRACING OUR FUTURE

13

ABOUT OUR ORGANISATION

14

ORGANISATION SNAPSHOT

15

OUR PURPOSE

16

OUR GOAL

16

OUR VALUES

17

OUR STRATEGIC DIRECTION

18

CITY VISION

18

ORGANISATION VISION

19

OUR DRAFT CORPORATE PLAN PRIORITIES

20

CORPORATE PLAN PRIORITIES OVERVIEW

21

PRIORITIES FOR THE CITY

22

Quality Lifestyles (QL)

22

Conveniently Connected (CC)

24

Economic Transformation (ET)

26

Image and Identity (II)

28

Green and Renewable (GR)

30

PRIORITIES FOR THE ORGANISATION Next Generation Governance (NG)

32 32

HOW THE CORPORATE PLAN WAS DEVELOPED

34

REPORTING ON PROGRESS

34

COMMUNITY FEEDBACK ON THE DRAFT CORPORATE PLAN 2017–2022

34

COUNCIL COMMERCIALISED BUSINESS UNITS (CBU’S)

35

SUBURBS OF THE CITY OF LOGAN

35

DRAFT CORPORATE PLAN 2017–2022

3

Message from our Mayor One of the most consistent messages I hear as Mayor is

presents a significant opportunity for us and our

that people want to work where they live. In the high-

potential as a key business and economic powerhouse.

speed world that we live in today, time is a precious

With the digital world upon us we have limitless

commodity. Every working day, a constant stream of

opportunity to drive innovation, digital reformation and

cars travel through Logan to commute to work, resulting

invigorate our city with progressive urban design so that

in traffic congestion. Traffic congestion substantially

we can become Australia’s first real Smart City. This

impacts the environment, economic productivity as

new direction will lead to significant job creation and

well as the work and life balance of commuters. This

economic transformation across the City.

For too long there has been a focus on the problems that have faced our City and now is the time to change that focus and to believe in the city that we can become.

I am challenging each of you to drive this paradigm shift

With the digital world upon us we have limitless opportunity to drive innovation and digital reformation and invigorate our city with progressive urban design so that we become Australia's first real Smart City.

Mayor Luke Smith City of Logan

4

and refocus on the unlimited potential that exists for our City of Logan. The time is now for each of you to make a valuable difference to the City, to explore new and better ways to operate, to look beyond the horizon and help unleash the untapped potential that exists.

As a council organisation we have launched an invigorated sense of change by shaping a new way of thinking and at our councillor strategic planning workshops, we have shaped a new vision and priorities for our Draft Corporate Plan 2017–2022. On behalf of the Council team, I am pleased to present to you our new draft city vision and corporate plan priorities which have been made available in this document for your comment.

Acting CEO’s Message This Draft Corporate Plan 2017–2022 is about realising

Fundamental to realising our potential is the need to

our potential and harnessing opportunities for the City of

ensure that our essential core services remain a key

Logan and Logan City Council. The City of Logan is on

priority. Logan has long been renowned for being a

the cusp of a new era of growth as it strives to become

leader in the planning, delivery and management of

a digital-economy leader and smart-city exemplar. Our

essential local government services such as roads,

aim is to unleash our city’s potential: to operate beyond

water, rates, financial management and a diverse range

trends and lead the fast paced digital reformation that is

of community services.

changing the way we live and work.

Continuing our important work in these areas is

We will do that by becoming a next generation

paramount to our success. As a team we must continue

government and forging innovative and global

to do our best in delivering these essential services so

partnerships. This draft document provides the strategic

that we are able to reach into new areas and innovate

and operational focus for all of our staff. It captures the

within the business.

shared direction that we will move towards and mentions the high level projects that each directorate will continue to focus on in a collective and collaborative manner, to help deliver on these aspirations.

We have our draft vision and draft corporate plan, we are developing our strategies and action plans and together we will implement projects that will enable our city to become an economic powerhouse in the region. ‘Vision’, ‘plans’ and ‘implementation’ — they are meaningless without each other. I commend this draft document which will guide the organisations financial planning, work priorities and teams for 2017.

Todd Rohl Acting Chief Executive Officer Logan City Council

DRAFT CORPORATE PLAN 2017–2022

5

Our City’s Elected Representatives

Mayor Luke Smith Mayor Luke Smith was first elected as a Logan City Divisional Councillor in 2006 and served the community in this capacity for 10 years until elected Mayor in 2016.

Cr Smith was born and raised in the City of Logan and prior to his time in Council, he worked in the television news industry and completed an Arts degree at the University of Cincinnati in the United States.

During his 10 years in Council, Cr Smith chaired a number of committees and has been a panel member of several internal

Councillor Lisa Bradley (DIVISION 1) Councillor Lisa 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. She has also been involved in quality improvement, education and research. Cr Bradley is a patron of a number of organisations and from a young age passionately volunteered in a number of clubs, charities and organisations. She is the Chairperson of the Health, Environment and Sustainability Committee. Cr Bradley is a member of the Australian Institute of Company Directors and was awarded a Company Directors Course Diploma in 2011.

Councillor Russell Lutton (DIVISION 2) Councillor Russell Lutton is the city’s longest-serving councillor after first being elected in 1985. Before becoming a full-time councillor, he worked for Queensland Rail and was Woodridge Station Master. Cr Lutton was Deputy Mayor from 2008 to March 2016 and has served on every standing Council committee including serving as chair of the Town Planning and Environment Committee and the Development and Environment Committee. He is now the Chairperson of the Planning and Development Committee.

6

and external boards including: Chair of the Governance, Finance and Economic Development Committee; Chair of the Audit Committee; Member of the Executive Review Panel; Director of Invest Logan; Chair of the Logan Enterprises Board; and Chair of Council’s Water and Waste Committee.

Cr Smith is also an active Ambassador for Kidsafe Queensland.

He is committed to building upon the City of Logan’s strong foundations and pursuing new opportunities for the city in digital technology and advanced manufacturing, public private partnerships and driving innovation and job creation to create a strong economy and a prosperous future for the city’s rapidly growing population.

Councillor Steve Swenson (DIVISION 3) Councillor Steve Swenson was first elected to Logan City Council in 2012. Prior to this, he worked in the not-for-profit sector for more than 20 years and also served as one of Logan’s honorary ambassadors from 2010 until his election. His previous work includes time spent as a youth worker, church minister and community relations officer.

Cr Swenson’s goals are to make an effective contribution to improving the community and ensuring the concerns of residents are heard and acted upon. He is currently the Chairperson of the Sport and Community Services Committee.

Councillor Laurie Koranski (DIVISION 4) Councillor Laurie Koranski was elected to Logan City Council in 2016. Cr Koranski previously owned a successful dental surgery with her husband, was president of the Logan Country Chamber of Commerce, sat on several boards and was involved with numerous community groups. She strongly supports local businesses and aims to help local youth and encourage community organisations to prosper while fostering the city’s community spirit.

Councillor Jon Raven

Councillor Phil Pidgeon

(DIVISION 5)

(DIVISION 9)

Councillor Jon 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 that employs local staff and uses local suppliers. He moved to Marsden from Brisbane in 2010 with his wife and their two children. Cr Raven believes Logan residents take care of each other and are very welcoming because the community contributes to a supportive environment. He views his role as a councillor as one that helps people and local businesses to prosper. In his spare time, Cr Raven enjoys martial arts and spending time with his children.

Councillor Stacey McIntosh (DIVISION 6) Councillor Stacey McIntosh was elected to Logan City Council in 2016. Cr McIntosh previously worked as an accounts manager while also holding many community leadership roles and serving on a number of boards and committees. She is currently a member of Rotary and is the City of Logan Relay for Life Chairperson. Cr McIntosh believes managing growth is an important part of a councillor’s role, particularly as the city is set to experience unprecedented change over the next few years.

Councillor Phil Pidgeon was elected to Logan City Council in 1997.

Born and bred in Queensland, he grew up in Central Queensland and Brisbane. Cr Pidgeon has previously worked as a trainee manager at Woolworths, a sheet metal worker/welder and a professional photographer. Cr Pidgeon is the founder of the Crestmead Community Garden Group and the Crestmead Community Christmas Carols group.

He is also the patron of many Logan-based organisations.

Cr Pidgeon is the chairman of Council’s Roads and Water Infrastructure Committee.

Councillor Darren Power (DIVISION 10) Councillor Darren Power was first elected to Logan City Council in 1997. He started his working career as a qualified graphic reproductionist with the Herald Sun in Melbourne.

Cr Power then joined the Australian Army qualifying as a Special Forces Commando earning his Green Beret and parachute wings.

He also served as a federal officer working in the consulate patrol group, close personal protection, and at Melbourne Airport. Before being elected as a councillor, he worked in Council’s Environmental Health Department for six years.

Councillor Laurie Smith

Councillor Trevina Schwarz

(DIVISION 7)

(DIVISION 11)

Councillor Laurie 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. In the 2012–16 term, Cr Smith was Assistant Chairperson of Council’s Roads and Water Infrastructure Committee and is now the Chairperson of the first City Image Committee in Council’s history.

Councillor Cherie Dalley (DIVISION 8, Deputy Mayor) Councillor Cherie Dalley was elected to Logan City Council in 1997. With her husband Stewart, she operated a commercial tiling business until 1999 and is committed to helping small business people thrive in the City of Logan. Cr Dalley is president of the Queensland Consumers’ Association and heavily involved in community groups. She is a Legatee and treasurer of the Logan Beaudesert Crime Stoppers Committee. Cr Dalley was awarded a company director’s qualification and local government diploma. She is currently the Deputy Mayor and has previously chaired Council’s Finance Committee.

DRAFT CORPORATE PLAN 2017–2022

Councillor Trevina Schwarz was elected as independent Councillor for Division 11 of Logan City Council in 2012. Cr Schwarz has lived in Division 11 for more than 26 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. Cr Schwarz is incredibly passionate about the unique rural residential lifestyle that Division 11 offers.

Councillor Jennie Breene (DIVISION 12) Councillor Jennie Breene was elected to Logan City Council in 2012 and is now the Chairperson of the Animals, Parks and City Standards Committee. Prior to being elected, Cr Breene worked in her parents' Brisbanebased business. Her previous working experiences have been in office administration and customer service. Cr Breene is extremely passionate about the City of Logan and in particular Division 12. She enjoys working with residents and having a positive impact on services provided by Council. Cr Breene is a local resident and has lived in Beenleigh for the past 25 years.

7

About the draft Corporate Plan The premise of sustainability is to ensure the long-term

We will be presenting some facts about our city and our

social, environmental and economic health of a city.

organisation and more importantly, we will be outlining:

This requires responsible corporate governance so that the benefits can be enjoyed by people today and for future generations. Potential can only be realised with a long-term vision and a clear plan on how we are going

• Our new long-term vision for the city and for Council as an organisation. These visions desribes our aspirations for the future • Our draft corporate plan priorities for the city and

to get there.

Council which outline the specific areas we will focus This draft Corporate Plan is our strategic plan and details the elected representatives’ new draft longterm vision and draft priorities for the city and how Council plan to deliver on those priorities and work towards the long-term vision. This draft plan sets out the strategic direction for the city and the organisation.

on over the next five years • Our priority outcomes that explain what we will see and experience if we successfully address our priorities • Our priority projects which detail the key activities that will occur over the next five years to help the city and the organisation to progress towards its vision.

The diagram below represents the strategic planning and reporting framework used by Council:

8

Set long term vision

City Vision

Identify priorities and service delivery committments

Five Year Corporate Plan

Determine and implement operational projects

Annual Operational Plan and Budget (incorporated into all Branch Business Plans)

Monitor and report on performance

Quarterly Performance Assessments and Annual Reports

Strategic Alignment Strategic alignment has a significant effect on the

Business Districts (CBDs) of South-East Queensland.

performance of an organisation. Staff develop a clear

These changes will help propel both our city and

sense of purpose when there is a clear line of sight from

organisation forward. We also want our staff to use a

the work that they do, and that links to the strategic

continuous improvement approach to deliver quality

direction and long term vision of a city.

services to our residents and business.

This draft Corporate Plan and the strategic direction

The model below represents the strategic alignment from

laid out in the plan sets a clear path to our new long

our individual branch business plans through to our long

term vision. We want our people to innovate, to drive

term vision. All of our work will align to the city vision and

technological change and plan initiatives that will position

the priorities laid out in this draft Corporate Plan.

our business hubs across the city as the next Central

Strategic Alignment

City Vision Long term focus 20+ years

Five Year Corporate Plan Medium term plan 5+ years

Annual Operational Plan

Annual Branch Business Plans

DRAFT CORPORATE PLAN 2017–2022

9

ABOUT OUR CITY

10

City Snapshot:

308,681 people reside in our city

33

the median age of a Logan resident

69%

of the city is rural, semirural or land for conservation

19,502

217

diverse businesses contribute to the local economy

$11.243b

Gross Regional Product

ethnicities

are represented across the city

2%

population increase each year DRAFT CORPORATE PLAN 2017–2022

11

Remembering our past It is understood that the area now referred to as the City of Logan was originally inhabited by Aboriginal people from the Yagara and Yugambeh language groups and more than fifteen different tribal groups. Self-sufficient and harmonious, the Aboriginal people experienced a life rich in traditional customs, spirituality and a strong connection to their land. The acknowledgement and acceptance that Logan has a vast and rich indigenous and cultural history, enhances our commitment to reconciliation and gives us a deeper understanding of our past. The Aboriginal people’s first contact with Europeans occurred when Captain Patrick Logan explored the river in 1826. Cotton was the first commercial crop grown in the region. The post-war need for housing sparked a wave of development of the region. Urban development boomed in the Rochedale South and Springwood areas from the late 1960s and in Browns Plains from the early 1970s. The City of Logan was declared a city on 1 January, 1981 and Council’s administration building on Wembley Road was opened in February 1981.

Here and now Logan is home to more than 308,000 people and we are recognised as one of the youngest and most culturally diverse cities in Australia. This adds energy and enthusiasm to our community and gives us a real vibrancy. Given its central geographic location and available young workforce, Logan has thriving commercial, retail and manufacturing precincts, as well as healthy service and wholesale industries. Logan also has a great range of sporting and service clubs and more than 1,100 environmental and recreational parks — many featuring dog off-leash areas, exercise facilities, play equipment and skate ramps. There are pristine bushland reserves and wetlands, as well as manicured waterfront parks along the Logan River. Logan has a range of attractions that capture the city’s history and cultural diversity. The City of Logan has a diverse range of city assets including a regional art gallery, an entertainment centre, spectacular aquatic facilities and a diverse range of retail and commercial hubs. These combined to provide our residents with a standard of living and quality lifestyle that is second to none.

12

Embracing our Future The City of Logan is expected to be one of the fastest growing cities in Queensland and our population is expected to grow to 429,909 by 2031 and 490,522 by 2036. To be sustainable now and for future generations, our people and business will need to be flexible and be able to change and respond to the ever changing world that we live in and experience today. As a community, we need to leverage our existing strengths and focus on our potential. All of us have a responsibility and a part to play in unlocking and leveraging the unlimited potential that exists in our people, our businesses, in our city and the great future ahead of us.

DRAFT CORPORATE PLAN 2017–2022

13

ABOUT OUR ORGANISATION

14

Organisation Snapshot:

5,298

1,394

number of full time and part time staff employed at Council

kilometres of stormwater pipes, water and sewer mains serviced

$6 billion

973

56

50,673

cost of city assets

Community facilities serving our community

3,480

kilometres of roads, bikeways and footpaths maintained

DRAFT CORPORATE PLAN 2017–2022

parks mowed, covering a total of 7,700 hectares

tonnes of waste recycled each year

85

diverse council services delivered to the community

15

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

Our Goal To be an organisation where our staff pursue excellence in all that they do with high levels of personal job satisfaction.

16

Our Values COMMUNITY FIRST:

EXCELLENCE:

Working together to know our customers’ needs so

We create an environment where people are clear about

that we deliver what matters and makes a difference.

expectations and accountable for achieving excellent

We make decisions with empathy and recognise that

outcomes. We foster enquiry, innovation and creativity

the needs of our community are at the core of every

with a focus on continuous improvement.

decision we make now and into the future.

OUR PEOPLE:

LEADERSHIP: We encourage leadership aligned to our values at all levels of the organisation. We work together to best use our

We respect, care about, support and develop our

skills and knowledge to pursue challenges and to deliver

people. We promote a safe workplace where people

excellent services to our customers and our community.

can explore opportunities, enjoy themselves and achieve high levels of personal job satisfaction.

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

Staff-led “Think Pink” breast cancer charity fundraiser

DRAFT CORPORATE PLAN 2017–2022

17

OUR STRATEGIC DIRECTION Draft City Vision SMART, DYNAMIC CITY OF THE FUTURE Imagine a well-planned sustainable city that has local and global reach, where resources are used responsibly, and where connections between people and places are convenient. The City of Logan is a place with a rich history and diversity interwoven into the fabric of our neighbourhoods. A place where people and business are flexible and where potential is realised.

18

Draft Organisation Vision ENABLING NEXT GENERATION GOVERNANCE As a next generation government organisation, we drive innovation to deliver services in new and better ways. We undertake digital transformation to make it easier for customers to do business and live in the city. We are responsive and use continuous improvement to provide quality services to our community. We develop strategic partnerships to meet the demands of a growing city and engage our communities in conversations about their needs.

DRAFT CORPORATE PLAN 2017–2022

19

OUR DRAFT CORPORATE PLAN PRIORITIES

20

Draft Corporate Plan Priorities Overview For the City 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 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 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, vast open green spaces and smart urban design that enhance quality of life. Our image and identity attracts 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.

For the Organisation 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.

DRAFT CORPORATE PLAN 2017–2022

21

Priorities for the city In this section, we highlight priority outcomes (what we hope to see in the future) and key priority projects and have mapped these to the draft corporate plan priorities for strategic alignment.

PRIORITY: QUALITY LIFESTYLES (QL) 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 Outcome

Priority Projects:

QL1 Residents

QL1.1 Support integrated infrastructure and

are healthy and

service delivery in the city’s growth areas.

have access to the services they need.

QL1.2 Advocate and facilitate faster internet to

Council’s Role Lead

Lead Directorate Community Services

Advocate

increase connectivity and access to information for

Innovation & City Transformation

the community and business.

QL1.3 Deliver innovative community-based

Partner

programs at our libraries to improve developmental

Community Services

outcomes for young children.

QL2

QL2.1 Deliver a schedule of city-wide events

Neighbourhoods

and celebrations to promote the City of Logan’s

are welcoming

heritage and diversity assets.

and inclusive.

QL2.2 Accommodate for a diverse range of

Lead

Innovation & City Transformation

Lead

housing choices for residents through new

Strategy & Sustainability

residential development.

QL3 We have

QL3.1 Implement the new Road Safety Strategy

safe places and

2017–2021 to encourage safer roads for residents,

neighbourhoods.

businesses and visitors.

QL3.2 Implement the Logan Safe City Strategy and Action Plan 2016–2020 to encourage safe places and spaces across the city.

22

Partner

Road & Water Infrastructure

Partner

Community Services

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and are moving towards a city that is highly regarded for our Quality Lifestyles (QL): • Percentage (%) of City of Logan residents that feel safe • Percentage (%) of City of Logan residents that feel connected to their neighbourhoods • Physical activity as a percentage (%) • Internet connection as a percentage (%) • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

23

PRIORITY: CONVENIENTLY CONNECTED (CC) 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 growing city.

Priority Outcome

2017 Priority Projects

Council’s Role

Lead Directorate

CC1

CC1.1 Develop a plan for an integrated local transport

Our integrated

network for council-managed infrastructure to

& Water

transport

improve connectivity across the city (Integrated Local

Infrastructure

networks allow

Transport Plan).

people to move around the City easily and conveniently.

CC1.2 Engage with our external partners (state,

Lead

Advocate

Roads

Innovation

federal, regional and private) to advocate for

& City

connected transport infrastructure across the city

Transformation

and between regional boundaries to improve city connectivity.

CC1.3 Deliver the Road and Drainage Maintenance

Roads

(RDM) program to maintain the quality of the local

& Water

road network.

Infrastructure

CC1.4 Increase and maintain the bicycle and

Lead

Roads

pedestrian infrastructure and connections to improve

& Water

active transport across the city.

Infrastructure

CC2 Hard and

CC2.1 Roll-out the Logan South Wastewater Strategy

soft infrastructure

to improve services to the Logan South region of the

& Water

is co-located,

city.

Infrastructure

embraces new technology and innovation to meet the pace of a growing city and the needs of residents and business.

24

Lead

CC2.2 Continue reforms to have the best

Lead

Lead

development assessment framework in Australia,

Roads

Strategy & Sustainability

focusing on digital and mobility initiatives.

CC2.3 Transform the amenity of major entries into the City to promote the City of Logan as a destination.

Lead

Innovation & City Transformation

Priority Outcome

2017 Priority Projects CC2.4 Establish strategic partnerships between the

Council’s Role Partner

Lead Directorate Innovation

private, public and non-profit sectors to deliver hard

& City

and soft infrastructure.

Transformation

CC2.5 Develop a three year Advocacy Strategy

Advocate

Innovation

and implement a 12 month action plan focussed

& City

on building relationships with the State and Federal

Transformation

Government, influencing policy and investment.

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and are moving towards a city that is Conveniently Connected.

• Accessibility to services in kilometres (kms) • Travel behaviour as a (%) [public vs private vehicle vs active] • Public transport patronage as a number (#) • Housing diversity as a percentage (%) • Dollar ($) investment generated for infrastructure • Dollar ($) spend on the delivery of a Capital Works program • Kilometres (kms) of bike and pedestrian infrastructure • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

25

PRIORITY: ECONOMIC TRANSFORMATION (ET) 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.

Priority Outcome

Priority Projects:

ET1 Jobs growth

ET1.1 Create local, regional, national and

and economic

international business development opportunities

prosperity with

to increase local jobs and stimulate local

local and global

economies.

reach.

ET1.2 Facilitate emerging industries and

Council’s Role Partner

Lead Directorate Strategy & Sustainability

Lead

monitor megatrends to create real employment

Strategy & Sustainability

opportunities for future generations.

ET2 Investments,

ET2.1 Develop a long-term vision document

partnerships

articulating the 20-30 year vision for the city

and innovation

to be used to attract investment and provide

support economic

a framework for community, businesses and

growth in the city.

investors in the city.

ET2.2 Create a series of centres across the city to

Lead

Strategy & Sustainability

Partner

attract investment, local jobs growth and to create

Strategy & Sustainability

higher value jobs.

ET2.3 Establish private, public and non-profit

Partner

sector strategic partnerships to support the

Strategy & Sustainability

development of career pathways and a skilled workforce in the city.

ET2.4 Establish Invest Logan to attract investment

Lead

opportunities and identify emerging industry

Innovation & City Transformation

trends, to significantly boost economic and social outcomes for the City of Logan.

ET2.5 Develop multiple innovation hubs and

Lead

promote start-ups including those in the renewable

Innovation & City Transformation

energy industry.

ET2.6 Develop and deliver an advocacy plan for the city that seeks to influence policy and investment decisions that increase productivity and prosperity.

26

Advocate

Innovation & City Transformation

Priority Outcome

Priority Projects: ET2.7 Implement a philanthropic funding model to

Council’s Role Lead

deliver community infrastructure.

ET2.8 Finalise the Combined Infrastructure

Lead Directorate Strategy & Sustainability

Partner

Strategy to improve service accessibility to the

Innovation & City Transformation

community.

ET2.9 Deliver a major project to establish a

Partner

community innovation hub to support social

Innovation & City Transformation

innovation and entrepreneurship.

ET3 Mixed

ET3.1 Facilitate mixed-density and mixed-use

density and mixed

developments to promote best practice urban

use development

design and meet the needs of resident and

are encouraged

business.

Partner

Strategy & Sustainability

to offer a range of lifestyle and business choices.

ET4 Well known

ET4.1 Develop a tourism strategy to improve the

as a major tourist

City of Logan’s image as a destination.

destination of the South East Region.

ET4.2 Promote rural, heritage and river locations

Lead

Strategy & Sustainability

Lead

as a destination to increase patronage and

Strategy & Sustainability

contribute to the local economy.

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and moving towards a city that has experienced Economic Transformation (ET).

• GDP as a percentage (%) • Jobs in Logan as a percentage (%) • Employment status as a percentage (%) • Development as a Dollar ($) value [detached vs attached vs retail, commercial, education, light industry] • Estimated economic growth through new development as a Dollar ($) value • Number (#) of emerging industry start ups • Dollar ($) spend on infrastructure per capita • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

27

PRIORITY: IMAGE AND IDENTITY (II) 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 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, vast open green spaces and smart urban design that enhance quality of life. Our image and identity attracts families, visitors and city-shaping investment.

Priority Outcome

Priority Projects:

II1 We are a

II1.1 Develop a Brand Strategy to drive a new city

smart, dynamic

image campaign, a city app and other promotional

city of the future.

materials to attract families, visitors and investment.

II1.2 Continue to evolve and deliver the City of Choice

Council’s Role Lead

Partner

II2.1 Deliver major projects with urban design

of design.

outcomes utilising innovative and experimental

Innovation & City Transformation

Lead

direction for the city transformation.

II2 We are a city

Innovation & City Transformation

initiative as a key platform for city transformation.

II1.3 Develop a Smart City Strategy to develop a

Lead Directorate

Innovation & City Transformation

Partner

Strategy & Sustainability

design practices.

II3 City assets are

II3.1 Develop a diverse range of parks (green,

major destinations

water, adventure) to increase tourism in the

for residents and

city and create healthy and active recreation

visitors.

opportunities for families.

II3.2 Develop and market multicultural events and

Lead

Community Services

Partner

food precincts to encourage visitors to the city and

Innovation & City Transformation

promote our culturally diverse identity.

II3.3 Establish the city’s sporting identity by

Advocate

marketing and promoting the City of Logan as a

Innovation & City Transformation

nursery for sporting talent.

II3.4 Establish the city’s green identity by marketing

Lead

and promoting our parks, streetscapes and nature

Innovation & City Transformation

reserves.

II3.5 Implement the Arts, Culture and Heritage

Partner

Strategy and other partnership projects to improve

Community Services

social cohesion and connectedness, community wellbeing and the amenity of the city.

II3.6 Progress planning for the identification of diverse centres of excellence to stimulate hubs of

28

excellence across the city.

Partner

Community Services

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and moving towards a city with an Image and Identity that aligns to our new vision: • Percentage (%) of attendees that rate Council events as good or better • Increase in positive associations as a percentage (%) [retest of research/survey data] • Increase in positive perceptions as a percentage (%) [retest of research/survey data] • Visitors to the city as a number (#) • Dollar ($) spend on tourism • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

29

PRIORITY: GREEN AND RENEWABLE (GR) 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.

Priority Outcome

Priority Projects:

GR1

GR1.1 Reduce carbon emissions and improve

We are a carbon

environmental health within the city.

conscious city.

GR1.2 Develop and implement a renewable energy

Council’s Role Lead

Lead Directorate Innovation & City Transformation

Lead

strategy for the City of Logan to reduce carbon

Innovation & City Transformation

emissions.

GR2 Residents

GR2.1 Maintain mountain bike, bush trails and

and visitors enjoy

walking tracks and market them to support high

green places and

usage and active lifestyles.

spaces across the city.

GR2.2 Create an interconnected network of green

GR3.1 Finalise the development of the vision for

Our waterways

the Albert River to identify opportunities for the

and waterbodies

health and usage of the asset.

GR3.2 Implement the Logan River and Wetlands

Community Services

Partner

infrastructure across the city.

GR3

are healthy.

Partner

Community Services

Partner

Strategy & Sustainability

Partner

Recovery plan to improve the ecological value of

Strategy & Sustainability

the assets.

GR3.3 Implement the Logan River vision to

Lead

increase patronage, recreational use and realise

Strategy & Sustainability

economic benefit.

GR3.4 Finalise the Logan and Albert River Floodplain Management study and plan.

30

Partner

Road & Water Infrastructure

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and are moving towards a city that is Green and Renewable (GR): • Hectares (ha) of parkland • Return on investment as a dollar ($) - use of environmental levy • Waterways benefit rating (three or more stars) • Tonnes (t) of waste recycled per annum • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

31

Priorities for the organisation In this section, we highlight priority outcomes (what we hope to see in the future) and key priority projects and have mapped these to the draft corporate plan priorities for strategic alignment.

PRIORITY: NEXT GENERATION GOVERNANCE (NG) 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 Outcome

Priority Projects:

NG1 Our

NG1.1 Develop a Digital Strategy for Council and

organisation uses

the city as a key step towards becoming a Smart

innovation and

City.

Council’s Role Lead

Lead Directorate Innovation & City Transformation

technology to manage assets and deliver valuable services to our community.

NG2 We engage

NG2.1 Engage the community on city-wide

our community to

projects that affect the future of the city and

inform decisions

residents, to gain community input on council

that affect the

decisions.

Lead

Community Services

future of the city.

NG3 We use

NG3.1 Continue to evolve the management and

responsible

governance practices that support our transition to

governance to

a next-generation government body.

deliver financial sustainability in the management of assets and the delivery of services to the city.

32

Lead

Organisational Services

Priority Outcome

Priority Projects:

NG4 Our staff

NG4.1 Develop and implement the 2018–2021

deliver excellent

People Plan to create a culture of excellence and

service to

innovation amongst our staff.

Council’s Role Lead

Lead Directorate Organisational Services

customers.

How will we monitor our progress?

Achieving improvement against the measures below will be the responsibility of the organisation, our community and other levels of government. Over the life of the Draft Corporate Plan 2017–2022, progress will be monitored against the following measures to ensure we are making a positive difference and are moving towards a city that is supported by a progressive Council who provides next generation governance (NG): • Resident satisfaction as a percentage (%) • Customer satisfaction as a percentage (%) • Working capital ratio • Operating surplus ratio as a percentage (%) • Percentage (%) of priority projects completed on target

DRAFT CORPORATE PLAN 2017–2022

33

HOW THE DRAFT CORPORATE PLAN WAS DEVELOPED. The process to develop this Draft Corporate Plan

generated from a range of community consultations was

2017–2022 commenced with elected representatives

also considered. Some of the community consultations

and the Executive Leadership Team engaging in a series

from which data was drawn include the 2016 Residents

of strategic planning workshops. Other sources of data

Survey and community consultation processes.

REPORTING ON PROGRESS Progress against the corporate plan will be reported via quaterly operational plan reports and the annual report.

COMMUNITY FEEDBACK ON THE DRAFT CORPORATE PLAN 2017–2022.

The Draft Corporate Plan 2017–2022 is available for viewing at all Council customer service centres and libraries or can be downloaded from Council’s website.

Feedback forms are also available at these sites. Feedback on the Draft Corporate Plan 2017–2022 is welcome until 30 April 2017.

Feedback can be submitted to: council@logan.qld.gov.au Please visit www.logan.qld.gov.au or phone (07) 3412 3412 for more information.

COMMUNITY BUILDING Pasta making class – one of the sessions in the Healthy Logan Program

34

COUNCIL COMMERCIALISED BUSINESS UNITS (CBU’S) Under the Local Government Regulation 2012, Council is required to provide in its Corporate Plan the following details about the Commercialised Business Units that operate within Council: CBU

Objective

Waste Services Branch

Business Activity

To contribute to a clean,

The nature and extent of the Waste

sustainable, prosperous and

Services Branch business is to:

healthy City through the delivery of a reliable, affordable and

• Provide a waste and recycling collection service to the residential

profitable waste and recycling

sector

service.

• Provide a network of waste disposal and recycling facilities across the City • Operate a landfill at Browns Plains • Attract the sale of waste disposal services to the commercial sector • Manage former landfill sites Logan Water Services

To provide efficient and effective

Provide water and wastewater services

water and wastewater services

to the Logan City Council area

to our customers and our City.

SUBURBS OF THE CITY OF LOGAN Our council supports and delivers services to the following suburbs: • Bahrs Scrub

• Eagleby

• Loganlea

• Slacks Creek

• Bannockburn

• Edens Landing

• Lyons

• Springwood

• Beenleigh

• Flagstone

• Maclean (North & South)

• Stockleigh

• Belivah

• Flinders Lakes

• Marsden

• Tamborine

• Berrinba

• Forestdale

• Meadowbrook

• Tanah Merah

• Bethania

• Greenbank

• Monarch Glen

• Underwood

• Boronia Heights

• Heritage Park

• Mount Warren Park

• Undullah

• Browns Plains

• Hillcrest

• Mundoolun

• Veresdale

• Buccan

• Holmview

• Munruben

• Veresdale Scrub

• Carbrook

• Jimboomba

• New Beith

• Waterford

• Cedar Creek

• Kagaru

• Park Ridge

• Waterford West

• Cedar Grove

• Kairabah

• Park Ridge South

• Windaroo

• Cedar Vale

• Kingston

• Priestdale

• Wolffdene

• Chambers Flat

• Logan Central

• Regents Park

• Woodhill

• Cornubia

• Logan Reserve

• Rochedale South

• Woodridge

• Crestmead

• Logan Village

• Shailer Park

• Yarrabilba

• Daisy Hill

• Loganholme

• Silverbark Ridge

DRAFT CORPORATE PLAN 2017–2022

35

Logan City Council 150 Wembley Rd, Logan Central QLD 4114 p: 3412 3412 | e: council@logan.qld.gov.au | www.logan.qld.gov.au Publication date March 2017