operational plan 2021-2022 - logan city

logan.qld.gov.au

Operational Plan 2021/2022

logan.qld.gov.au


2 O P E R A T I O N A L P L A N 2 0 2 1 / 2 0 2 2

Acknowledgement of Country Logan City Council acknowledges the Traditional Custodians of the land, water and country we now call the City of Logan. We pay our respect to Elders past, present and emerging and extend that respect to all Aboriginal and Torres Strait Islander peoples across the city.

Contents Section 1: About the Operational Plan ........................................................................................................................................ 4

Council's strategic planning and performance management framework ................................................................................. 4

Section 2: 2021/2022 Projects .................................................................................................................................................... 5

Focus area 1: Maintaining current levels of services (MS) ...................................................................................................... 6

Focus area 2: Proud city (PC) ................................................................................................................................................. 7

Focus area 3: Environment (EN) ........................................................................................................................................... 11

Focus area 4: Healthy connected community (HC) ............................................................................................................... 14

Focus area 5: Economy and growth (EG) ............................................................................................................................. 17

Focus area 6: Infrastructure (IN) ........................................................................................................................................... 21

Focus area 7: High performing organisation (HP) ................................................................................................................. 25

Section 3: Waste and Recycling performance plan................................................................................................................... 29

Objective of this plan ............................................................................................................................................................. 29

A. The unit’s objectives ......................................................................................................................................................... 29

B. The nature and extent of the significant business the commercial business unit is to conduct ......................................... 29

C. The unit’s financial and non-financial performance targets ............................................................................................... 30

D. The nature and extent of the community service obligations the unit must perform ......................................................... 30

E. The cost of, and funding for, the community service obligations ....................................................................................... 31

F. The unit’s notional capital structure, and treatment of surpluses....................................................................................... 31

G. The unit’s proposed major investments ............................................................................................................................ 31

H. The unit’s outstanding, and proposed, borrowings ........................................................................................................... 31

I. The unit’s policy on the level and quality of service consumers can expect ....................................................................... 31

J. The delegations necessary to allow the unit to exercise autonomy in its commercial activities ......................................... 32

K. The type of information that the unit’s reports to the local government must contain ........................................................ 32

Section 4: Water and Wastewater Services performance plan ................................................................................................. 33

Objective of this plan ............................................................................................................................................................. 33

A. The unit’s objectives ......................................................................................................................................................... 33

B. The nature and extent of the significant business activity the unit is to conduct ............................................................... 34

C. The unit’s financial and non-financial performance targets ............................................................................................... 35

D. The nature, extent and cost of the community service obligations the unit must perform ................................................. 37

E. The cost of, and funding for, the community service obligations ....................................................................................... 37

F. The unit’s notional capital structure and treatment of surpluses........................................................................................ 38

G. The unit’s proposed major investments ............................................................................................................................ 38



H. The unit’s outstanding, and proposed, borrowings ........................................................................................................... 38

I. The unit’s policy on the level and quality of service consumers can expect ....................................................................... 38

J. The delegations necessary to allow the unit to exercise autonomy in its commercial activities ......................................... 39

K. The type of information that the unit’s reports to the local government must contain ........................................................ 39

Legislative requirement and application ................................................................................................................................ 40

Managing our risks.................................................................................................................................................................... 42

Managing our assets ................................................................................................................................................................. 43

Council's asset management framework ............................................................................................................................... 43

Version 1.0

01/07/2021



Section 1: About the Operational Plan Council’s Operational Plan sits beneath its Corporate Plan. The Corporate Plan 2021-2026 outlines Council’s vision for the City of Logan over five years. It sets strategic direction and priorities. The Operational Plan translates those priorities into measurable actions for the financial year. Progress is reported regularly during the year to Council and the community via:

• performance reports presented every three months• Council's Annual Report.

These reports are made available on Council's website (www.logan.qld.gov.au). They include status updates on Operational Plan key project delivery.

As required by the Local Government Regulation 2012, the Operational Plan also includes an annual performance plan for Council's commercialised business units:

• Waste Services• Water and Wastewater Services.

Council's strategic planning and performance management framework



Section 2: 2021/2022 Projects This section outlines the key projects Council has identified for the 2021/2022 financial year. They respond to the priority focus areas outlined in the Corporate Plan 2021-2026:

Maintaining current levels of service (MS)

Proud city (PC)

Environment (EN)

Healthy connected community (HC)

Economy and growth (EG)

Infrastructure (IN)

High performing organisation (HP)



Focus area 1: Maintaining current levels of services (MS)

Key priority: MS1.1 - Monitor the level of community satisfaction with major services through the Logan Listens: Residents’ Survey, delivered every 2 years.

Project name Project description Target Responsibility

MS1.1.1 Customer Satisfaction Surveys (Internal Services Survey and Residents' Survey)

Deliver a review of the Internal Services Survey and the Logan Listens: Residents' Survey.

Purpose: To identify improvements for the next survey period.

June 2022 Business Transformation

Key Priority: MS1.2 - Undertake service level reviews as appropriate to ensure we are delivering services that are financially sustainable and meet community needs.


NA No projects planned for this financial year. NA NA

Key Priority: MS1.3 - Monitor community satisfaction of our customer service through ongoing surveys.


MS1.3.1 Customer Experience quality assurance framework

Deliver a customer experience quality assurance framework.

Purpose: To capture a full 360 degree view of customer interaction and overall experience. This will help ensure we are providing a consistent service to the community.

June 2022

Customer Experience and Community Engagement



Focus area 2: Proud city (PC) Key priority: PC2.1 - Foster and celebrate a community spirit that is friendly, welcoming and embraces diversity.


PC2.1.1 City Of Logan/ corporate rebrand

Deliver a rebrand project as per project plan.

Purpose: To bring a valued and unified visual identity to the Council and City of Logan.

June 2022 Marketing and Events

PC2.1.2 Our Logan digital offering

Deliver a digital platform for Our Logan magazine.

Purpose: To provide an enhanced service to magazine readers and support future digital news delivery.


PC2.1.3 City Positioning and Strategic Marketing Framework

Deliver a City Positioning and Strategic Marketing Framework including:

1. City positioning campaign. 2. Aligning all Council services to strategic

brand pillars.

Purpose: To provide strategic marketing direction and alignment for Council. To present a cohesive brand and communications that maximise value to Council and the community.


Key priority: PC2.2 - Ensure relevant and accessible services are provided, based on community need.


PC2.2.1 City of Logan: Safe City Strategy and Action Plan 2021-2025

Deliver the City of Logan: Safe City Strategy and Action Plan 2021-2025 through a broad range of crime prevention/community-based safety initiatives.

Purpose: To create a safer City of Logan.

June 2022 Community Services

PC2.2.2 Community development funding

Provide funds to eligible organisations for initiatives that respond to local community priorities.

Purpose: To: • build an engaged and inclusive community • promote increased participation in

community life • support the community to make positive

changes in their local area • increase skills, knowledge and leadership

capability within the community sector.




Key priority: PC2.2 - Ensure relevant and accessible services are provided, based on community need.


PC2.2.3 Kingston Butter Factory Cultural Precinct Management and Operations

Deliver systems and procedures for the management and operation of the Kingston Butter Factory Cultural precinct. This includes the outdoor events space, performing arts facility and living museum of Logan. Purpose: To provide the community with access to a state of the art cultural precinct for celebration and engagement with arts, culture and heritage.

September 2021

Sport, Leisure and Facilities Libraries and Creative Industries

PC2.2.4 Logan Safety Camera Program operational works

Monitor and report on the network of CCTV cameras across the city. Purpose: To:

• increase community safety throughout the City of Logan

• detect and reduce anti-social and unlawful behaviour

• support the Queensland Police Service to identify and effectively prosecute offenders.


PC2.2.5 Libraries Early Years and First 5 Forever initiatives

Deliver the libraries' early years services and First 5 Forever initiative. Purpose: To support early years learning and reading for Logan families with children aged under 5 years.

June 2022 Libraries and Creative Industries

PC2.2.6 Libraries Learning and Discovery Strategy 2019-2023

Deliver the outcomes of the Libraries Learning and Discovery Strategy 2019-2023. This is delivered through the six priorities of:

• access and inclusion • economic opportunity • nurturing learning and well-being • sustainability • connected community • embracing life-long curiosity and discovery.

Purpose: To support Logan's community through purposeful library programming.


PC2.2.7 Construct an outdoor event space and redevelop the Kingston Butter Factory

Construct an outdoor events space and redevelop the Kingston Butter Factory. Purpose: To provide a performing arts space and social history museum. It will be a state-of-the-art cultural precinct for community celebration and entertainment.

September 2021 Sport, Leisure and Facilities



Key priority: PC2.3 - Inspire connection, equality and inclusion in the community so people feel a sense of belonging and make a positive contribution to society.


PC2.3.1 Reconciliation Action Plan

Develop Council's third Reconciliation Action Plan.

Purpose: To deliver a new Reconciliation Action Plan that strengthens relationships, respect and opportunities that support Logan's Aboriginal and Torres Strait Islander community.


PC2.3.2 Access and Inclusion Plan

Coordinate and support implementation of the Access and Inclusion Plan 2019-2022.

Purpose: To create a more accessible and inclusive city for everyone.


PC2.3.3 Aboriginal and Torres Strait Islander Bursary Program

Deliver the Aboriginal and Torres Strait Islander Bursary Program, and provide opportunities for students within the City of Logan.

Purpose: To increase employment opportunities within Council for the Aboriginal and Torres Strait Islander community.

June 2022 Development Assessment

PC2.3.4 Living Museum of Logan

Deliver the Living Museum of Logan, working with the community to develop content for exhibition.

Purpose: To: • share the stories of our culturally diverse

communities and of Logan’s Aboriginal and Torres Strait Islander communities

• share themes of importance to Logan'speople

• enhance visitor experience to the City ofLogan.


PC2.3.5 KRANK School Holiday Program

Deliver a school holiday program for 5 to 17 year olds.

Purpose: To encourage young people' involvement in active and healthy programs and increase community participation during school holidays.


PC2.3.6 Swim Logan

Deliver water safety awareness education sessions. Provide culturally appropriate learn-to-swim activities for:

• First Nations people• newly arrived migrants and refugees.

Purpose: To increase participant swimming skills.


PC2.3.7 Live Well Logan Program

Deliver a health and wellbeing program for all Logan residents.

Purpose: To provide opportunities for residents to participate in affordable and accessible physical activities and health and wellbeing programs.




Key priority: PC2.4 - Enhance the beauty and culture of our cityscape through investing in our public spaces and landscape.


PC2.4.1 Waste Dumping Taskforce 2021/2022

Investigate the illegal dumping of waste, proactively and in response to customer reports.

Purpose: To improve the city’s reputation, amenity and residents' safety.

June 2022 City Standards and Animal Care



Focus area 3: Environment (EN)

Key priority: EN3.1 - Manage, maintain, and improve the ecological health and activation of our rivers and waterways.


EN3.1.1 Logan and Albert Rivers Fish Habitat Improvement

Deliver fish habitat improvement works at prioritised locations.

Purpose: To improve the ecological health of our rivers and waterways.

June 2022 Health, Environment and Waste

Key priority: EN3.2 - Enhance our urban forest, wildlife corridor network and environmentally significant bushland areas.


EN3.2.1 Logan and Albert River riparian rehabilitation

Deliver riparian rehabilitation along priority areas of the Logan and Albert River.

Purpose: To enhance our urban forests, waterways and wildlife corridor network.


Key priority: EN3.3 - Ensure Council’s planning scheme protects and enhances wildlife corridors and core habitat across the city.


EN3.3.1 Environmental (vegetation) offset delivery

Deliver and maintain environmental (vegetation) offset planting sites.

Purpose: To support the community to: • become more sustainable • conserve and restore private land.


Key priority: EN3.4 - Support the community to become more sustainable and conserve and restore private land.


EN3.4.1 Environmental conservation partnerships

Deliver environmental conservation partnerships.

Purpose: To support landholders to undertake conservation works that:

• protect and improve environmental values • enhance environmental awareness across

the community.




Key priority: EN3.5 - Expand community incentive and education programs to encourage environmental stewardship, participation and awareness.


EN3.5.1 Environmental events and activities

Deliver a range of environmental events and activities.

Purpose: To encourage environmental stewardship, participation and awareness.


Key priority: EN3.6 - Continue to implement sustainability initiatives including increased use of renewable energy, energy efficient technology and carbon reduction projects.


EN3.6.1 Carbon Reduction Strategy 2018-2022

Deliver actions under the Carbon Reduction Strategy 2018-2022.

Purpose: To increase energy efficiency and reduce carbon emissions.


Key priority: EN3.7 - Increase resource recovery, recycling and landfill diversion through improvements to our collection service and waste infrastructure, and through regional partnerships.


EN3.7.1 Waste Reduction and Recycling Strategy 2022-2032

Develop and deliver the Waste Reduction and Recycling Strategy 2022-2032.

Purpose: To meet Council's legislative requirements. To support the State Government's Waste Avoidance and Resource Productivity Strategy 2014-2024.

December 2021 Health, Environment and Waste

Key priority: EN3.8 - Progress the provision of clean, green, sustainable and cost-effective fleet solutions.


EN3.8.1 Workshop facilities restructure

Deliver key stages of the upgrade to Council's workshop and hire facilities.

Purpose: To improve: • safe working conditions • innovative and safe work practices • efficiencies • compliance • one-team culture.

June 2022 Plant Fleet Services



Key priority: EN3.8 - Progress the provision of clean, green, sustainable and cost-effective fleet solutions.


EN3.8.2 Sustainable Fleet Management Strategy

Develop the Sustainable Fleet Management Strategy.

Purpose: Provide the organisation with fleet solutions that are:

• capable• dependable• safe• innovative• economically and environmentally friendly.

June 2022 Plant Fleet Services



Focus area 4: Healthy connected community (HC)

Key priority: HC4.1 - Deliver priority community infrastructure to support the needs of the community.


HC4.1.1 Community Infrastructure Strategy Annual Action Plan 2021/2022 implementation

Deliver the Annual Action Plan 2021/2022.

Purpose: To deliver community infrastructure priorities for 2021/2022.


HC4.1.2 Immunisation Strategy

Prepare a new Immunisation Strategy.

Purpose: To provide convenient and accessible vaccination services to the community.


HC4.1.3 Library Management System (LMS) renewal

Procure and implement a renewed Library Management System (LMS).

Purpose: To: • integrate new technology to improve the

customer experience • enhance the functions of the Library

Management System.


HC4.1.4 Environmental Health Strategy

Prepare a new Environmental Health Strategy.

Purpose: to provide a framework for proactively managing public / environmental health issues across the City.


Key priority: HC4.2 - Provide our community with a variety of places that meet people’s needs and aspirations.


HC4.2.1 Yarrabilba Community Hub facility

Manage implementation of the various agreements designed to activate the Yarrabilba Community Hub.

Purpose: To enable the delivery of community programs and initiatives in this emerging community.


HC4.2.2 eSports

Deliver a program to host eSports at venues managed by Logan City Council.

Purpose: To provide alternative activities to increase engagement and social interaction for people not involved in traditional sport.

June 2022 Sport, Leisure and Facilities



Key priority: HC4.3 - Invest in developing our parks and open spaces to encourage healthy, active and enjoyable community lifestyles.


HC4.3.1 Parks Capital Works Program

Deliver park infrastructure through the Parks Capital Works Program.

Purpose: To support the development of parks and open spaces to encourage healthy, active and enjoyable community lifestyles.

June 2022 Parks

HC4.3.2 Parks Asset Renewal Program

Deliver park infrastructure through the Parks Asset Renewal Program.

Purpose: To enhance Council's recreational infrastructure across the city's green spaces.

June 2022 Parks

Key priority: HC4.4 - Provide arts and entertainment opportunities within the city.


HC4.4.1 Arts, Culture and Heritage Strategy 2018-2022

Deliver outcomes of Council’s Arts, Culture and Heritage Strategy 2018-2022.

Purpose: To improve community capacity and our city image through 5 outcomes:

• Development • Engagement • Places and spaces • Partnerships • Communication


Key priority: HC4.5 - Develop, maintain, and activate quality sport, recreation and community facilities to support an active and healthy community.


HC4.5.1 Delivery of Rosia Rd Masterplan - Stage 1

Progress delivery of stages 1 and 2 of a regional standard sports park at Rosia Road in Park Ridge, as per the Rosia Park Master Plan.

Purpose: To provide facilities for an active and healthy community.




Key priority: HC4.5 - Develop, maintain, and activate quality sport, recreation and community facilities to support an active and healthy community.


HC4.5.2 Renewal of Logan North 50m pool

Replace the Logan North 50m outdoor pool and associated plant and plant room.

Purpose: To keep providing aquatic programs and recreational activities at Logan North Aquatic and Fitness Centre.

March 2022 Sport, Leisure and Facilities



Focus area 5: Economy and growth (EG)

Key priority: EG5.1 - Continue to develop the City of Logan as an emerging tourism destination with a strong sporting, cultural and nature-based offering.


EG5.1.1 Destination Management Plan implementation and review

Deliver priority projects from the Destination Management Plan (DMP). Conduct a review of the DMP.

Purpose: To: • grow the visitor economy• attract investment• grow economic benefits• encourage longer visitor stays• increase visitor spend.

June 2022 Economic Development and Strategy

Key priority: EG5.2 - Stimulate our city centres through place making and civic improvements that drive economic activity and inspire the community to collectively reimagine and reinvent public spaces as the heart of every community.


EG5.2.1 City centre implementation fund projects

Deliver priority projects and programs from city centre implementation plans.

Purpose: To deliver outcomes from the city centre summits in line with community priorities.


Key priority: EG5.3 - Grow our night-time economy through practical actions to promote a geographical spread of diverse evening activity, encourage widespread community participation and improve the safety, amenity, social and economic vitality of our city at night.


EG5.3.1 Develop a Place Making strategy for activity centres

Develop a framework for the delivery of place making projects including:

• Urban art• Creative lighting• Other centre activation and amenity

improvements.

Purpose: To improve liveability, and promote activation and night time economies. To contribute to making our centres safe, vibrant and accessible gathering places in which the community can take pride.




Key priority: EG5.4 - Compete on the national and international stage for investment, ideas and initiatives that provide growth opportunities for local businesses and jobs for our residents.


EG5.4.1 Economic Development Strategy implementation

Develop a prioritised list of actions from the Economic Development Strategy for Council approval. Commence implementation of approved actions.

Purpose: To support capability and capacity building of Logan based businesses. To help grow the Logan economy and attract further investment.


EG5.4.2 Logan Plan 2025

Deliver activities for the Logan Plan 2025. This includes:

• targeted engagement• broad community consultation• technical reviews and modelling.

Purpose: To progress the shaping Logan's Growth program. This supports participative and informed delivery of Logan's new planning scheme in 2025.


Key priority: EG5.5 - Shape Logan’s growing population through policy and decision-making that responds to the housing, transport, employment and liveability needs of our community.


EG5.5.1 City of Choice 3.0

Deliver recommendations for a new, place-based model for jobs and job pathways. The collaborative model will include representatives from all three levels of government, Logan businesses and the Logan community.

Purpose: To create new and better jobs and job pathways for Logan residents. To develop a skilled workforce that meets the needs of Logan businesses now and in the future.

June 2022 Advocacy

Key priority: EG5.6 - Identify ways to further improve our development assessment services to the industry and the community.


EG5.6.1 Online Backflow and OSSF (On Site Sewerage Facility) solution

Deliver the remaining automation work on a new innovative backflow and on-site sewage treatment facilities solution.

Purpose: To achieve business efficiencies and increase our level of customer service.




Key priority: EG5.7 - Actively safeguard the community from the negative impacts of unlawful development and construction phase activities.


EG5.7.1 Residential Building Strategy

Deliver a strategy for residential building work.

Purpose: To improve development outcomes in the city of Logan. To further minimise the temporary negative outcomes of development on residents.


Key priority: EG5.8 - Identify the digital infrastructure and connectivity capability required for our city to be globally competitive; create new opportunities in the digital economy and advocate for high speed, reliable internet options for our community.


EG5.8.1 Digital infrastructure and connectivity

Deliver the Digital Infrastructure and Connectivity Review Project.

Purpose: To create new opportunities in the digital economy. To provide high speed, reliable internet options to all our community. This supports the city to be globally competitive.

June 2022 City Transformation

Key priority: EG5.9 - Support fast-growing ventures to find pathways to scale, including connections to national and international markets, and help build enterprise skills among Logan’s young people.


EG5.9.1 Catapult

Deliver the Catapult program in collaboration with young people, industry, community and educators.

Purpose: To build the enterprise and entrepreneurial mindset of youth in Logan. To connect young people to industry and pathways into jobs.


EG5.9.2 coLab

Deliver the city's first coLab.

Purpose: To support scaling businesses, and attract investment and high value jobs.


EG5.9.3 Colab programs

Deliver coLab programs for the City of Logan.

Purpose: To support capability uplift for coLab Portfolio Companies.




Key priority: EG5.9 - Support fast-growing ventures to find pathways to scale, including connections to national and international markets, and help build enterprise skills among Logan’s young people.


EG5.9.4 City Futures Strategy Review

Deliver a review of the City Futures Strategy.

Purpose: To ensure continued relevance of the strategy. To support integration with the new Economic Development Vision and Strategy.


EG5.9.5 CityStudio Logan

Deliver a Program to partner on city-wide projects that engage with:

• education partners• students• Council branches.

Purpose: To support youth engagement in Council Projects. To support project-based learning that produces civic outcomes for Logan.




Focus area 6: Infrastructure (IN)

Key priority: IN6.1 - Deliver and maintain sustainable transport infrastructure to meet community requirements for city and regional connection.


IN6.1.1 Road Safety Strategy

Review the SafeRoads4Logan Road Safety Action Plan 2017-2021. Develop the SafeRoads4Logan Road Safety Action Plan 2022-2026. Purpose: To reduce incidents and improve safety on roads in the City of Logan.

January 2022 Roads Group

IN6.1.2 Road and Drainage Capital Works Program

Deliver road and drainage infrastructure through the Road and Drainage Capital Works Program. Purpose: To deliver sustainable transport infrastructure that provides city and regional connection. To deliver drainage infrastructure that collects and discharges stormwater safely and effectively.

June 2022 Roads Group

IN6.1.3 Sealed Road Network condition survey

Complete a condition survey of the sealed road network. Purpose: To assess overall road condition and prioritise future rehabilitation.

September 2021 Sport, Leisure and Facilities

Key priority: IN6.2 - Provide reliable, sustainable water services, ensuring high-quality water supply and effective wastewater treatment.


IN6.2.1 Beenleigh Wastewater Treatment Plant Transfer Strategy

Complete detailed design and commence construction of a new transfer pump station. Purpose: To allow the closure of the aging Beenleigh Wastewater Treatment Plant.

June 2022 Logan Water

IN6.2.2 Chambers Flat Wastewater Treatment Plant Master Planning Phase 1

Obtain an Environmental Authority from the Department of Environment and Science. Purpose: To enable master planning and design of the wastewater treatment plant. To form the Chambers Flat Community Reference Group and commence engagement.


IN6.2.3 Loganholme Wastewater Treatment Plant Stage 8 Upgrade

Complete a detailed design of the Stage 8 upgrade and start construction. Purpose: To increase capacity of the Loganholme Wastewater Treatment Plant.




Key priority: IN6.2 - Provide reliable, sustainable water services, ensuring high-quality water supply and effective wastewater treatment.


IN6.2.4 Loganholme Wastewater Treatment Plant biosolids gasifier

Complete construction and commission the Loganholme Wastewater Treatment Plant Biosolids Gasification Facility.

Purpose: To reduce volume and disposal costs by managing the 34,000 tonnes of biosolids produced each year by the plant.


IN6.2.5 Water and Wastewater Capital Works Program

Deliver water and wastewater infrastructure through the delivery of the Water and Wastewater Capital Works Program.

Purpose: To deliver safe and efficient water and wastewater infrastructure to support the community and city growth.


Key priority: IN6.3 - Enhance Council’s recreational infrastructure across the city’s green spaces.


IN6.3.1 Waterford West Park

Deliver the detailed design for the Waterford West Park.

Purpose: To enhance Council’s recreational infrastructure across the city’s green spaces.

June 2022 Parks

Key priority: IN6.4 - Ensure the long-term sustainability of Council’s infrastructure through implementing the Asset Management Plan, network condition assessment and infrastructure renewals.


IN6.4.1 Asset Management Plans

Analyse and report on Asset Management Plan Outputs to:

• Asset Managers (AMs)• Service Delivery Coordination Team (SDCT)• Executive Leadership Team (ELT)• Council.

Purpose: To support: • confident investment decisions• the delivery of Council's Corporate Plan and

meet legislative requirements.




Key priority: IN6.4 - Ensure the long-term sustainability of Council’s infrastructure through implementing the Asset Management Plan, network condition assessment and infrastructure renewals.


IN6.4.2 Total Asset Management Plan

Deliver refined capital budget information for inputs into the Long Term Financial Forecast (LTFF).

Purpose: To support: • confident investment decisions• the delivery of Council's Corporate Plan and

meet legislative requirements.


Key priority: IN6.5 - Realise Council’s long-term vision for a diverse network of community infrastructure that supports cultural, educational, recreational, and sporting opportunities.


IN6.5.1 Yarrabilba Community Hub

Deliver the Yarrabilba Community Hub.

Purpose: To provide a new integrated community facility that delivers critical social services for the community.


IN6.5.2 Flagstone Community Hub

Deliver detailed design work for the Flagstone Community Hub.

Purpose: To support development of the new Greater Flagstone community centre.


Key priority: IN6.6 - Support our community through drainage infrastructure, collecting nuisance water and diverting overland runoff.


IN6.6.1 Woodland Drive Master Drainage Scheme

Progress delivery of the Woodland Drive Master Drainage Scheme.

Purpose: To upgrade stormwater infrastructure across Woodland Drive drainage catchment. To increase stormwater collection and discharge capacity.

June 2022 Roads Group



Key priority: IN6.7 - Plan for city growth and identify supporting infrastructure.


IN6.7.1 Logan Safety Camera Program: capital replacement works

Deliver scheduled replacement of existing CCTV safety cameras and install new cameras in the Logan Safety Camera Program network.

Purpose: To support the operation and expansion of the Logan Safety Camera Program network.




Focus area 7: High performing organisation (HP)

Key priority: HP7.1 - Provide prudent financial management that prioritises ongoing financial sustainability.


HP7.1.1 Property rating strategies and framework

Deliver a review of Council's rating strategies and framework.

Purpose: To ensure equity to our ratepayers. To provide a foundation for long-term financial sustainability.

March 2022 Finance

Key priority: HP7.2 - Deliver efficient and effective services, enhancing the importance of community engagement and customer service.


HP7.2.1 213 Queens Road redevelopment

Deliver the redevelopment project construction plan for the depot at 213 Queens Road.

Purpose: To provide a fit-for-purpose workplace environment for branch services. To provide a better customer experience for the community.

June 2022 City Standards and Animal Care

HP7.2.2 Community Engagement Strategy Action Plan

Deliver a Strategy Implementation and Action Plan outlining practical actions.

Purpose: To guide how we deliver the Community Engagement Strategy 2020-2024. To advance and enhance community engagement practices internally and externally.

December 2021

Customer Experience and Community Engagement

HP7.2.3 Community Engagement Framework

Deliver initiatives within Council’s Disaster Management’s Community Engagement Framework.

Purpose: To promote and enhance community education, resilience and recovery.

June 2022 Disaster Management

HP7.2.4 Disaster Management Capability and Capacity Framework

Deliver activities that support the Disaster Management Capability and Capacity Framework.

Purpose: To ensure that we have an appropriately staffed, sustainable and trained workforce.

June 2022 Disaster Management

HP7.2.5 Recruitment

Increase the Talent Acquisition Team's capacity to meet Council's increased workforce planning requirements.

Purpose: To enable effective change management and leadership practices.

June 2022 People and Culture



Key priority: HP7.2 - Deliver efficient and effective services, enhancing the importance of community engagement and customer service.


HP7.2.6 Procurement Model Review Stage 3

Deliver updates to Council's procurement framework, delivery models and services.

Purpose: To increase efficiencies in Council's procurement processes and procedures.

June 2022 Administration

Key priority: HP7.3 - Revise and improve services through innovation, business and technology advancement.


HP7.3.1 Corporate Innovation Strategy

Deliver Year 2 of the Corporate Innovation Strategy.

Purpose: To build organisational capability in using innovation models. To enable services to be delivered in new and better ways.


HP7.3.2 TechOne to the Cloud

Upgrade the TechOne solution to be cloud-based.

Purpose: To replace current solutions which have reached end-of-life.

June 2022 Information Technology

HP7.3.3 Enterprise Asset Management System

Complete Stage 1 of the work order and maintenance solution. Scope phase 2 strategic asset management options.

Purpose: To ensure the right business system and solutions are selected that:

• are in line with today's technologies and bestpractice

• enable efficient and effective management ofassets and quality asset information

• support operational and strategicinfrastructure decision making.


HP7.3.4 Corporate project management practices

Review Council's current corporate project management guidelines.

Purpose: To establish a well-structured: • project prioritisation model• project management delivery model.




Key priority: HP7.4 - Transform Council’s ability to capture and process information and data to support effective decision-making.


HP7.4.1 Change Framework

Develop and implement an enterprise-wide change framework and supporting tools.

Purpose: To support effective change management and leadership practices.


Key priority: HP7.5 - Provide good governance through open, transparent and accountable processes.


HP7.5.1 Corporate performance reporting

Commence a review of corporate reporting practices.

Purpose: To improve data collection and reporting capabilities.


HP7.5.2 Certified Agreement negotiations

Develop and embed the next Certified Agreement.

Purpose: To provide a framework to ensure a healthy and safe workforce.


HP7.5.3 Delegations review

Deliver a review of Council’s delegations framework.

Purpose: To ensure Council’s delegations framework complies with legislation. To meet Council’s legislative requirement to conduct an annual review of delegations.

December 2021 Corporate Governance

Key priority: HP7.6 - Persistently focus on the health, safety and wellness of our staff and residents.


HP7.6.1 Strategic Accommodation Plan

Deliver a strategic and operational accommodation plan. Deliver the plan based on a short, medium and long-term forecast horizon.

Purpose: To support forward planning of accommodation needs over the next 15 years.

June 2022 Administration

HP7.6.2 Strategy addressing greywater services causing amenity issues

Replace problematic grey water systems with a suitable solution.

Purpose: To: • improve the liveability of the city• improve public health and safety• action complaints received about grey water

systems and increase customer satisfaction.




Key priority: HP7.7 - Advocate to and partner with state and federal government to support projects, policies and programs that will deliver lasting, positive change for the city.


HP7.7.1 Advocacy Action Plan

Develop and execute advocacy strategies.

Purpose: To influence federal and state government decisions that support Logan's identified advocacy priorities.

June 2022 Advocacy



Section 3: Waste and Recycling performance plan Objective of this plan The Waste and Recycling Program is a commercial business. As such, it must produce an Annual Performance Plan that outlines its waste and recycling activities. This is a requirement of the Local Government Regulation 2012.

Under the regulation, the following information must be provided:

A The unit’s objectives

B The nature and extent of the significant business activity the unit is to conduct

C The unit’s financial and non-financial performance targets

D The nature, extent and cost of the community service obligations the unit must perform

E The cost of, and funding for, the community service obligations

F The unit’s notional capital structure and treatment of surpluses

G The unit’s proposed major investments

H The unit’s outstanding, and proposed, borrowings

I The unit’s policy on the level and quality of service consumers can expect

J The delegations necessary to allow the unit to exercise autonomy in its commercial activities

K The type of information that the unit’s reports to the local government must contain

A. The unit’s objectivesThe Waste and Recycling Program provides services that are safe, reliable, connected, affordable and profitable. This helps create a healthy and green city.

B. The nature and extent of the significant business the commercial business unitis to conductThe Waste and Recycling Program began operating on 1 July 1998 as a commercial business unit wholly-owned and operated by Council. It provides services to the City of Logan local government area. The nature and extent of waste services is to:

• provide a waste and recycling collection service to the community• provide a network of waste disposal and recycling facilities across the city• operate a landfill at Browns Plains• attract sale of waste disposal service to the commercial sector• manage former landfill sites.



C. The unit’s financial and non-financial performance targetsProgram and Service

Key Performance Indicator (KPI) Target Lowest Acceptable Limit

Waste and recyclables collection

Percentage of missed bin services in accordance with schedule

Less than 0.05 per cent

Less than 0.07 per cent

Percentage of missed bin services collected by close of business the next working day 98 per cent 90 per cent

Percentage of damaged wheelie bins repaired or replaced within 2 working days 98 per cent 90 per cent

Percentage of stolen wheelie bins replaced within 1 working day 98 per cent 90 per cent

Percentage of kerbside clean up services actioned in accordance with schedule (within 12 days) 98 per cent 90 per cent

Percentage of customers that report satisfaction with the wheelie bin collection service via a corporate survey

90 per cent 80 per cent

Percentage of contamination of kerbside recycling Less than 25 percent 35 per cent

Waste disposal

Transfer stations

Waste recycling

Recycling market

Number of odour complaints No standard No standard

Number of enforcement actions received for non-compliance with environmental licence conditions

Zero (0) formal enforcement actions

received

Zero (0) formal enforcement

actions received

Maintain ISO 9001 and ISO 14001 accreditation Maintain accreditation Not applicable

Waste and recyclables collection

Transfer stations

Waste recycling

Recycling Market

Waste disposal

Percentage of actions implemented in accordance with the 2017-2021 Waste Reduction and Recycling Plan

100 per cent 90 per cent

Cost of delivering waste services - operating contribution margin met (operating revenue less expenses)

Favourable variance of less than 10 per cent

Favourable variance of less than 10 per cent

D. The nature and extent of the community service obligations the unit mustperformCommunity service obligations are provided in line with Council’s Remissions to Community Organisations and Community Service Obligations Policy.



E. The cost of, and funding for, the community service obligationsCommunity service obligation Council branch responsible for

specification and payment Cost

Free tipping for community organisations Community Services 1$53,061

Clean Up Australia Day campaign Community Services

Natural disasters/emergency situations Community Services

Casual bin applications for specials events by organisations Community Services 2

General waste exemptions Community Services 3

Pensioner discounts for rated garbage and recyclables collection services

Finance $366,197

TOTAL $419,258

F. The unit’s notional capital structure, and treatment of surplusesWaste and Recycling Program assets are:

• waste and recycling facilities at Browns Plains, Carbrook, Beenleigh, Greenbank and Logan Village• buildings and improvements at those sites• minor plant.

As at 30 April /2021: the written-down replacement cost of the assets was $43.004m. The Waste and Recycling Program had no debt or investments.

Council's Finance Branch directs how surpluses are treated. The Waste and Recycling Program’s notional capital structure and surplus treatment can be found in Council’s 2021/2022 Budget.

G. The unit’s proposed major investmentsThe Waste and Recycling Program will invest in asset infrastructure in 2021/2022 as outlined in the Council’s 2021/2022 Budget.

H. The unit’s outstanding, and proposed, borrowingsThe Waste and Recycling Program has no outstanding or proposed borrowings.

I. The unit’s policy on the level and quality of service consumers can expectUnder legislation, Council must produce asset and services management plans (ASMPs) for all its major asset classes.

1 Funds are pooled for these Community Service Obligation items2 Maximum allowance of $400 per organisation 3 CSO Letter is issued for yearly allowance of up to $3000 per financial organisation. Reinstated every new financial year



As such, the Waste and Recycling Program produces an ASMP that sets out the context in which the program manages its assets and services. This ASMP provides a snapshot of:

• assets and services• asset performance and expenditure• and long-term planning.

It ensures appropriate levels of service can be maintained into the future.

The Waste and Recycling Program has undertaken a detailed review of its asset classes and prepared an ASMP. The Program continues to work with the Corporate Asset Management Team and the Asset Management Technical Reference Group.

J. The delegations necessary to allow the unit to exercise autonomy in itscommercial activitiesThe Waste and Recycling Program is a commercial business unit of Council. It operates in line with:

• Council directions outlined in this performance plan• the Capital Works Program• the Corporate Plan• the financial and pricing parameters contained in Council's budget documentation. .

The Waste and Recycling Program is free to make all necessary day-to-day decisions to meet its objectives. This is possible through the delegations provided in Council's Delegations of Authority Register.

The relevant delegations include:

• Administration of the Waste Collection Services Contract HEW/02/2021: to administer the Waste Collection ServicesContract HEW/02/2021.

• Advertising on Wheelie Bins: to consider applications to place advertising on Council wheelie bins.• Grossly Contaminated Recycling Bins: to remove recycling wheelie bins on domestic or commercial premises under

particular circumstances where grossly contaminated recycling bins are regularly presented.• Local Law No.8 (Waste Management) 2018 - Administration and Decision-Making: to administer Council's powers and

make Council's decisions under Local Law No 8 (Waste Management) 2018.• Sale of Fill Material from the Browns Plains Landfill: to negotiate and approve the sale of fill material from the Browns

Plains Landfill.• Sale of Recyclables from Logan Recycling Market.• Waste Management Utility Rate Charge Refunds: to approve refunds or credits with respect to utility rate charges.

K. The type of information that the unit’s reports to the local government mustcontainThe Waste and Recycling Program:

• submits reports through Council’s corporate reporting processes that relate to:o program activitieso key projectso relevant KPIso financial indicators

• advises the Chief Executive Officer and Councillors of any exceptions in business plan requirements with potentialpolitical or major service implications

• provides advice to Council on major changes affecting Waste and Recycling Program operations (statutory, businessenvironment or best practice).



Section 4: Water and Wastewater Services performance plan Objective of this plan Logan Water operates as a commercial business unit in the Road and Water Infrastructure Directorate. Under the Local Government Regulation 2012, the unit must produce an annual performance plan outlining its water and wastewater activities.

Logan Water adheres the key principles of commercialisation as detailed in the Local Government Regulation 2012 and Logan Water’s Statement of Commercial Intent. Those principles are:

• clarity of objectives • management autonomy and authority (governance) • accountability for performance • competitive neutrality.

Under the regulation, the following information must be provided:

A The unit’s objectives

B The nature and extent of the significant business activity the unit is to conduct

C The unit’s financial and non-financial performance targets

D The nature, extent and cost of the community service obligations the unit must perform

E The cost of, and funding for, the community service obligations

F The unit’s notional capital structure and treatment of surpluses

G The unit’s proposed major investments

H The unit’s outstanding, and proposed, borrowings

I The unit’s policy on the level and quality of service consumers can expect

J The delegations necessary to allow the unit to exercise autonomy in its commercial activities

K The type of information that the unit’s reports to the local government must contain

A. The unit’s objectives Purpose

Logan Water provides quality water and wastewater services to benefit the Logan community.

Vision

Logan Water’s vision is:

Reliable. Sustainable. Committed.

Reliable

• We ensure our customers get what they need and expect. • We trust each other to drive a safe and supportive culture. • We provide infrastructure to meet the growth challenges of the future.

Sustainable

• We drive long term viability by managing cost, service and commercial return.



• We enhance our natural and built environment.• We measure and improve our performance, systems, and information.

Committed

• We are one innovative and high performing team.• We make Logan Water a great place to work.• We deliver, what we say is what we do.

Objectives

Safe, capable and collaborative people

• We will demonstrate strong leadership.• We will deliver safe work practices and a zero-harm culture.• We will be a workplace that celebrates diversity and inclusion.• We will invest in the capability of our people.• We perform positively and consistently to a high standard in everything we do.

Excellence in customer and stakeholder experience

• We will put the customer at the centre of everything we do.• We will meet the future needs of the City.• We will establish, maintain and grow productive strategic partnerships.• We will represent Logan Water's interests across industry.

Reliable and resilient water and wastewater services

• We will know that we operate efficient processes that minimise waste and maximise customer value.• We will look for clear business benefits when committing to adopt new systems and technologies.

Environmentally responsible

• We will know that we are environmentally sustainable and supply water and wastewater of high quality and reliability.

Financially sustainable and commercially focused business

• We will maintain the financial sustainability of the business.• Customers will be assured of the lowest practicable water and wastewater charges benchmarked against other water

businesses.• Council will receive agreed commercial dividends.• Leaders will collectively own the financial performance of the business.

B. The nature and extent of the significant business activity the unit is to conductNature of activities

Logan Water began operating on 1 July 2012 as a commercial business unit wholly owned and operated by Council. It provides safe, reliable, and sustainable water and wastewater services to the City of Logan. Logan Water also provides advice to Council on major changes affecting water and wastewater services.

Under the South-East Queensland Water (Distribution and Retail Restructuring) Act 2009, Logan Water’s primary functions are to:

• buy and distribute water• provide water and wastewater services• charge customers for relevant services• manage customer enquiries, service requests and complaints• perform functions relating to trade waste and seepage water as a sewerage service provider• perform planning and development assessment functions under the Planning Act 2016• anything else likely to complement or enhance a function mentioned above.



Scope of activities

As a water service provider, Logan Water serves a population of more than 341,000 people. It has an annual turnover of $247 million and, manages $3.7 billion in water and wastewater assets on behalf of Council and the community. The nature and extent of water and wastewater services include:

• providing drinking water to more than 95 per cent of the Logan population• providing wastewater services to more than 85 per cent of the Logan population• collecting water and wastewater charges to operate, maintain, upgrade and enhance our water supply and wastewater

services• managing water consumption to provide customers with an opportunity to minimise the financial impact of water

consumption• implementing water demand strategies to ensure a reliable, sustainable supply of water for our households and

businesses, and our natural environment• providing commercial trade waste services• providing scientific laboratory services.

Logan Water may also undertake other commercial activities that align with Council policy.

Water and wastewater facilities

Logan Water operates the following water and wastewater facilities:

Water supply network

• 2,354 km of water mains• 29 water pumping stations• 24 water reservoirs• 22,000 fire hydrants• Over 110,000 water meters

Wastewater supply network

• 2,335 km of sewer mains• 134 wastewater pumping stations• Four wastewater treatment plants

Council provides corporate services to Logan Water, including:

• human resource management• information, communications and technology• health and safety• frontline customer contact and call centre• corporate accounting and financial management• plant fleet• marketing, media and public relations• procurement and purchasing.

Service Level Agreements summarise the scope and cost of these services.

C. The unit’s financial and non-financial performance targetsLogan Water has a framework to track and report on performance. The Logan Water Leadership Team reviews each KPI monthly. Council’s Executive Leadership Team reviews performance regularly through the annual budget and operational plan. Council’s annual report also reports on all KPIs.

The KPIs have been grouped into key focus areas of:

• Safe, capable and collaborative people• Excellence in customer and stakeholder experience• Reliable and resilient water and wastewater services• Environmentally responsible• Financially sustainable and commercially focused.



Safe, capable and collaborative people

Key performance indicator 2021/2022 Target

Lost time injury frequency rate (LTIFR) combined 10 or less

Excellence in customer and stakeholder experience


Number of water quality complaints per 1,000 properties 5 or less

Restoration of water supply (percentage of interruptions where service has been restored within 5 hours)

95 per cent or greater

Restoration of wastewater services (percentage of interruptions where service has been restored within 5 hours)


Percentage of urgent water events that are responded to within 2 hours 80 per cent or greater

Percentage of urgent wastewater events that are responded to within 2 hours 90 per cent or greater

Percentage of non-urgent water events that are responded to within 36 hours 80 per cent or greater

Percentage of non-urgent wastewater events that are responded to within 36 hours 90 per cent or greater

Reliable and resilient water and wastewater services


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


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


Percentage compliance with NHMRC microbiological guidelines (rolling 12 month) 99 per cent or greater

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

Greater than 92 per cent

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

Greater than 95 per cent

Number of wastewater main breaks and chokes per 100 km of main 15 or less

Number of water main breaks per 100 km of main 5 or less



Environmentally responsible


Compliance with Department of Environment and Science (DES) licences (# of infringement notices received) 0

Notifiable wastewater overflows reported to DES per 100 km main 0.5 or less

Percentage notification of major incidents to DES (within 24 hours) 100 per cent

Long term effluent standards (calculated average long-term compliance for all wastewater treatment plant)

100 per cent

Percentage of short-term wastewater compliance with DES licence standards 95 per cent or less

Number of wastewater odour complaints per 1,000 properties 1 or less

Financially sustainable and commercially focused


Earnings before interest and tax against budget -5 per centor greater

Percentage of total operating expenditure 10 per cent or greater

Percentage of water purchase volume in Logan (variance against budgeted water purchases) -5 per centor greater

Real losses (system water loss – litres per service connection per day) 50 litres or less

D. The nature, extent and cost of the community service obligations the unit mustperformCommunity service obligations (CSOs) are any specific Government directive to a commercial business unit to provide a service not in line with their commercial decisions.

Logan Water also provides financial relief to eligible customers, under the South East Queensland Customer Water and Wastewater Code.

Council’s annual report details CSOs provided each year. Costs associated with CSOs are recoverable from Council as revenue to Logan Water.

E. The cost of, and funding for, the community service obligationsIn 2019/2020, Logan Water provided $63,121 to community service obligations. This includes:

concealed leak policy•



• home dialysis and medical treatment water concessions policy.

Logan Water also supplies water to the Queensland Fire and Rescue Authority for emergency services.

F. The unit’s notional capital structure and treatment of surplusesLogan Water’s capital structure is the proportion of debt (relative to the business’s equity) applied by the business in earning its rate of return. The long-term target for the business will be to achieve a capital structure of no more than 60 per cent debt/equity.

Logan Water has a debt-to-equity ratio of 20.3 per cent (based on debt/net assets) as at 30 June 2020.

Council’s 2021/2022 Budget provides Logan Water’s notional capital structure and surplus treatment.

Logan Water is accountable for servicing debt on its loans.

Assets of Logan Water include:

• land• buildings• water and sewerage infrastructure and facilities• plant and equipment.

The written down value of water and sewerage assets is $1.47 billion (book value) and $2.59 billion (replacement value) as at 30 June 2020.

Logan Water provides Council with an agreed dividend, which is used to provide enhanced services and infrastructure to the Logan community. This is reviewed every 5 years.

G. The unit’s proposed major investmentsLogan Water will invest approximately $1.02 billion on water and wastewater infrastructure over the next 10 years. This will allow Council to continue to meet the essential water supply and wastewater management needs of our customers and our growing city. Itis in response to recent and detailed master planning and includes investment in:

• water storage reservoirs• pipes• pump stations• water meters• wastewater treatment plants• biosolids gasifier• network control and monitoring systems.

Infrastructure investment for 2021/2022 is in Council’s 2021/2022 Budget. Ownership of all land, entitlements and assets will remain vested with Council. As custodian of these assets, Logan Water will administer its duties in the interest of Council and the Logan community.

H. The unit’s outstanding, and proposed, borrowingsLogan Water's total debt for service growth and new water and wastewater infrastructure is $273.4 million as at 30 June 2020. This debt is comprised of Queensland Treasury Corporation ($198.7 million) and internal debt from Council ($74.7 million).

Council’s 2021/2022 Budget provides Logan Water’s outstanding and proposed borrowing.

I. The unit’s policy on the level and quality of service consumers can expectIn addition to Logan City Council’s Customer Service Charter, Logan Water’s Customer Commitment Statement clearly articulates our ongoing commitment to our customers and community. This includes:



• deliver our services with a commitment to outstanding customer service• provide a water supply that complies with the Australian Drinking Water Guidelines• supply our customers with water at a minimum flow rate of 20 litres/minute to meet household needs (for standard

residential connections)• maintain infrastructure for the effective and safe distribution of drinking water• maintain infrastructure for the effective collection, transport and treatment of wastewater• connect your property to our water and wastewater network within 15 working days of receiving your application and

payment, where the relevant service is available• aim to respond to urgent water and wastewater incidents within two hours• aim to respond to non-urgent water and wastewater incidents within 36 hours• aim to restore normal service levels within five hours, in the event of unplanned water supply or wastewater service

interruptions• provide at least two business days notice of any planned works that may disrupt your water supply• aim for 90 per cent of property connections to experience no unplanned water supply interruptions annually• aim to have fewer than 25 main breaks and blockages (water and wastewater) per 100km of main per year.

Further, Logan Water’s Water Netserv Plan and Customer Commitment Statement for Water and Wastewater Services is available online: logan.qld.gov.au.

J. The delegations necessary to allow the unit to exercise autonomy in itscommercial activitiesUnder section 92AJ (1) (a) of the South-East Queensland Water (Distribution and Retail Restructuring) Act, Council is to commercialise a significant business for the water and wastewater services it provides (known as its Water Service Provider business). The name of Council’s Water Service Provider business for regulatory purposes is Logan Water.

Logan Water will ensure the necessary day-to-day decisions that enable it to meet its objectives are made within the bound of Council delegations. These are in Council’s Delegations of Authority Register, Management Directives, Policies and Logan Water’s Statement of Commercial Intent.

K. The type of information that the unit’s reports to the local government mustcontainLogan Water:

• submits regular reports through Council’s corporate reporting processes that relate to:o key projectso financial and non-financial key performance indicatorso program activities

• advises on any changes made to Logan Water’s annual performance plan• advises ELT and Councillors of any exceptions in performance, particularly when the exceptions have potential political

or major service implications• provides advice to Council on major changes affecting water and wastewater services.

Key State legislation and plans

• Electrical Safety Act 2002 and Regulations 2013 (Qld)• Energy and Water Ombudsman Act 2006 and Regulations 2007 (Qld)• Environmental Protection Act 1994 and Regulations 2019 (Qld)• Local Government Act 2009 and Regulations 2012 (Qld)• Petroleum and Gas (Production and Safety) Act 2004 and Regulations 2004 (Qld)• Planning Act 2016• Plumbing and Drainage Act 2018 and Regulations 2019 (Qld)• Public Health Act 2005 and Regulations 2018 (Qld)• Queensland Competition Authority Act 1997

http://www.logan.qld.gov.au/



• South-East Queensland (Distribution and Retail Restructuring) Act 2009 and Regulations 2010 (Qld)• Water Act 2000 and Water Regulation 2016 (Qld)• Water Supply (Safety and Reliability) Act 2008 and Regulations 2011 (Qld)• South East Queensland Water Supply and Sewerage Design and Construction Code• South East Queensland Customer Water and Wastewater Code• ShapingSEQ South East Queensland Regional Plan 2017

Key external reporting

• National Performance Report for urban water utilities – (Bureau of Meteorology)• Drinking Water Quality Management Plan Report – (Department of Regional Development, Manufacturing and Water)• Environment and Public Health Report/Drinking Water Advisories – (Qld Health)• Water supply and sewerage services survey – (Australian Bureau of Statistics)• National water account – (Bureau of Meteorology)• Environmental annual report and licence returns – (Qld Department of Environment and Science)• National Pollutant Inventory Report - (Department of Agriculture, Water and the Environment)• Water and Sewerage Services Annual Regulatory Performance Report – (Qld Department of Regional Development,

Manufacturing and Water)• Queensland urban potable water and sewerage benchmarking report – (Qld Water Directorate)• Pricing principles – Queensland Competition Authority

Logan City Council policies and plans

• Council budget and long-term financial forecast• Council corporate plan and operational plan• Corporate policies and strategies• Logan Planning Scheme• Logan Water’s Water Netserv Part A and Part B• Logan Water Statement of Commercial Intent• Logan Water 10 Year Capital Works Program• Logan Water 20 Year Financial Plan• Council Customer Service Charter• Logan Water Customer Commitment Statement for Water and Wastewater Services• Council and Logan Water Asset Management Plans

Logan City Council performance reporting

• Council annual report• Council corporate and operational plan progress reports• Annual performance plan report• Quarterly Executive Leadership Team report• Logan Water Monthly Performance Report• Infrastructure Committee Report• Water Infrastructure Report• Water Usage Report Water Income Statement

Legislative requirement and application 1. In accordance with Section 92AJ(1)(a) of the South-East Queensland Water (Distribution and Retail Restructuring) Act

2009, Logan City Council is to commercialise a significant business for the water and wastewater services it provides(known as its Water Service Provider business).

2. In accordance with Section 92AJ(2) of the South-East Queensland Water (Distribution and Retail Restructuring) Act2009, the name of Logan City Council’s Water Service Provider business is the name of its commercial business unitfor the services under the repealed Local Government Act 1993 immediately before 1 July 2010. The name of LoganCity Council’s Water Service Provider business for regulatory purposes will be Logan Water.

3. In accordance with the Local Government Regulation 2012, Logan City Council must include an annual performanceplan for each commercial business unit within its operational plan.

4. Logan Water commits to Council’s:



4.2. corporate planning and performance framework and budget process 4.3. adopted Customer Service Standards (as a minimum) 4.4. corporate reporting processes, with a particular focus on key strategies identified by the Road and Water

Infrastructure Directorate.



Managing our risks Council has a Risk Management Policy and a Risk Management Framework. These are available on our website:

• Risk Management Policy• Council-wide Risk Management Framework

As an integrated risk management system, the policy enables:

• effective strategic, operational and project planning with clear links to each other • confidence in achieving planned strategic, operational and project objectives • confidence in Council's decision-making processes • reduction of time lost 'fighting fires' and responding to unexpected threats (organisational resilience) • effective recognition and seizing opportunities (organisational resilience) • effective compliance • risk acceptance in conjunction with risk mitigation strategies • a high level of stakeholder confidence.

The Council-Wide Risk Management Framework supports the Risk Management Policy. It details how risk management should be implemented across Council. It is designed to help staff achieve our risk management strategic and operational goals and objectives. This framework explains the need for Council to establish risk management practices that reflect AS ISO 31000:2018. (This provides a common approach to managing any type of risk.)

These documents help staff mitigate risks to an acceptable level and meet business goals and objectives. They outline steps to manage risk:

Risks are recorded in Council's Corporate Risk Register by a designated officer. This officer has delegated authority to monitor and review the risks as they are managed. Council is a complex organisation. As such, there is no single system that houses all information on significant risks. Other risk/issue reporting systems/portals include but are not limited to:

• Internal Audit Register • Project Management Risk Register • internal meetings • Intellex • ReFlector • TechOne • Human Resource Integrated System (HRIS) • Executive Leadership Team (ELT) /Committee and Council Reports • branch business plans.

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Record and report

https://seeunity.logan.qld.gov.au/api/Documents/Get?id=LCC_Docs::LCC_Docs%5e6154088::MS%20WORD

https://seeunity.logan.qld.gov.au/api/Documents/Get?id=LCC_Docs::LCC_Docs%5e10243208::MS%20WORD



Managing our assets Council strives to manage its assets in a way that is effective and sustainable. It does this through an asset management framework. The framework provides structure, parameters and line of sight between strategic and operational asset management activities.

Council's asset management framework

The framework incorporates Council’s:

• Asset and Service Management Policy• Asset and Service Management Strategy• Total Asset and Service Management Plan• Asset and Service Management Plans• asset lifecycle management practices• asset systems and data management• asset management related guidelines and standards.

The Asset and Service Management Policy outlines Council’s commitment to effectively manage its assets. The Asset and Service Management Strategy sits beneath the policy. It sets direction and outcomes. The strategy includes actions that will improve asset and service management practices over time. These actions also support delivery of Council’s Corporate Plan objectives.

Each year, Council develops a Total Asset and Service Management Plan. It has a 10-year outlook. The plan aligns with the Long-Term Financial Forecast and is part of the annual budget process.

A suite of more detailed Asset and Service Management Plans are updated each year to support the Total Asset and Service Management Plan. These include information on:

• levels of service, growth and demand• how assets are managed over their lifecycle (e.g. operations and maintenance activities, renewals and new/upgrade

works).

Assets are managed with support from applicable:

• industry standards• guidelines• asset management systems• asset data.

logan.qld.gov.au

logan.qld.gov.au