{ "entity_id": "B-002701", "folder": "RDA-QLD-Logan-&-Redlands", "name": "RDA QLD Logan & Redlands", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.rdaloganandredlands.org.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 12, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To ensure the Logan and Redlands Region will be at the centre of economic and employment growth for South East Queensland, Queensland statewide and Australia wide.", "official_site_url": "http://www.rdaloganandredlands.org.au", "source_documents": [ { "type": "annual_report", "title": "RDA Logan & Redlands - 2022-2023 Annual Report on Outcomes (Abridged)", "url": "http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "RDA Logan & Redlands - Annual Report on Outcomes (Abridged) 2021-2022", "url": "http://www.rdaloganandredlands.org.au/images/2022/RDA_Logan_and_Redlands_2021_to_2022_annual_report_on_outcomes_Abridged_version_for_website.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Regional Investment Framework", "url": "https://www.infrastructure.gov.au/sites/default/files/documents/regional-investment-framework-july2023.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "strategies/Strategic-20Regional-20Plan-202025.pdf", "url": "http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "RDA Logan & Redlands - Logan and Redlands: Challenges and Opportunities for Sustainable Growth 2023", "url": "http://www.rdaloganandredlands.org.au/images/documents/Strategic-Regional-Plan-February-2023.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "State Infrastructure Strategy 2022", "url": "https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "Redland City Economic Development Framework 2014 – 2041", "url": "http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf", "period": "2014", "confidence": "medium" } ], "purpose": { "text": "To ensure the Logan and Redlands Region will be at the centre of economic and employment growth for South East Queensland, Queensland statewide and Australia wide.", "source_url": "", "source_page": 9, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Infrastructure – Investing in places", "description": "Infrastructure – Investing in places", "source_url": "", "source_page": 8, "source_deep_url": "" }, { "title": "Economic Development", "description": "Economic Development", "source_url": "", "source_page": 8, "source_deep_url": "" }, { "title": "Skills and Ready Workforce", "description": "Skills and Ready Workforce", "source_url": "", "source_page": 8, "source_deep_url": "" }, { "title": "Environmental and Natural Assets", "description": "Environmental and Natural Assets", "source_url": "", "source_page": 8, "source_deep_url": "" } ], "values": [ { "name": "Investment", "description": "", "source_url": "", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "", "source_page": null }, { "name": "Sustainability", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Economic Infrastructure", "description": "Investment in places crucial to support the Region's growth.", "activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_url": "", "source_page": 8, "source_deep_url": "" }, { "name": "Social Infrastructure", "description": "Focus on economic development to drive regional growth.", "activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_url": "", "source_page": 8, "source_deep_url": "" }, { "name": "Education, Skills and the Labour Market", "description": "Investing in industries and local economies to build a ready workforce.", "activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_url": "", "source_page": 8, "source_deep_url": "" }, { "name": "Leveraging opportunities including amenities", "description": "Investing in services and natural assets to drive regional development.", "activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_url": "", "source_page": 8, "source_deep_url": "" } ], "performance_measures": [ { "code": "KPI01", "measure": "Population Growth", "target": "54% (Logan) and 14% (Redlands)", "latest_result": "Achieved", "status": "Achieved", "target_source_url": "", "target_source_page": 3, "result_source_url": "http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf", "result_source_page": 3 }, { "code": "KPI02", "measure": "Business Commuting", "target": "54% (Logan) and 52% (Redlands)", "latest_result": "Achieved", "status": "Achieved", "target_source_url": "", "target_source_page": 3, "result_source_url": "http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf", "result_source_page": 3 }, { "code": "KPI03", "measure": "Over 60 Years Age", "target": "18% (Logan) and 28% (Redlands)", "latest_result": "Achieved", "status": "Achieved", "target_source_url": "", "target_source_page": 3, "result_source_url": "http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf", "result_source_page": 3 } ], "document_alignment_terms": { "must_support": [ "To ensure the Logan and Redlands Region will be at the centre of economic and employment growth for South East Queensland, Queensland statewide and Australia wide.", "Infrastructure – Investing in places", "Economic Development", "Skills and Ready Workforce", "Environmental and Natural Assets" ], "watch_terms": [ "Population Growth", "Business Commuting", "Over 60 Years Age" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# RDA QLD Logan & Redlands — Strategy Brief\n\n**Reporting period**: 2022-23\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2022-23](http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)\n\n## Our purpose / purposes\n\n> To ensure the Logan and Redlands Region will be at the centre of economic and employment growth for South East Queensland, Queensland statewide and Australia wide. [CP p.9]\n\n## How we deliver\n\n> Through strategic planning, engagement with stakeholders, and advocacy on behalf of the Logan and Redlands Region and the broader South East Queensland Region. [CP p.9]\n\n## Government priorities for this department\n\n- Infrastructure – Investing in places [CP p.8]\n- Economic Development [CP p.8]\n- Skills and Ready Workforce [CP p.8]\n- Environmental and Natural Assets [CP p.8]\n\n## Outcomes\n\n### Economic Infrastructure\nInvestment in places crucial to support the Region's growth. [CP p.8]\n\n**Key activities:**\n- Developing and validating the Strategic Regional Plan\n- Engaging with stakeholders to ensure local and key stakeholder buy-in\n\n### Social Infrastructure\nFocus on economic development to drive regional growth. [CP p.8]\n\n**Key activities:**\n- Developing and validating the Strategic Regional Plan\n- Engaging with stakeholders to ensure local and key stakeholder buy-in\n\n### Education, Skills and the Labour Market\nInvesting in industries and local economies to build a ready workforce. [CP p.8]\n\n**Key activities:**\n- Developing and validating the Strategic Regional Plan\n- Engaging with stakeholders to ensure local and key stakeholder buy-in\n\n### Leveraging opportunities including amenities\nInvesting in services and natural assets to drive regional development. [CP p.8]\n\n**Key activities:**\n- Developing and validating the Strategic Regional Plan\n- Engaging with stakeholders to ensure local and key stakeholder buy-in\n\n## Values and principles\n\n- Investment\n- Collaboration\n- Sustainability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| KPI01 | Population Growth | 54% (Logan) and 14% (Redlands) | CP p.3 |\n| KPI02 | Business Commuting | 54% (Logan) and 52% (Redlands) | CP p.3 |\n| KPI03 | Over 60 Years Age | 18% (Logan) and 28% (Redlands) | CP p.3 |\n\n## How they performed last year (results from 2022-23 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| KPI01 | Population Growth | Achieved | Achieved | [AR p.3](http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3)(http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3) |\n| KPI02 | Business Commuting | Achieved | Achieved | [AR p.3](http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3)(http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3) |\n| KPI03 | Over 60 Years Age | Achieved | Achieved | [AR p.3](http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3)(http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf#page=3) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# RDA QLD Logan & Redlands - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:28:41.893435+00:00\n**Entity ID**: B-002701\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.rdaloganandredlands.org.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 2 |\n| other-pdfs | 5 |\n| pages | 6 |\n| strategies | 5 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 13]\n• The release of the Australian Government’s 2023 Intergenerational Report on 24 August\n2023, projecting the outlook of the economy and the Australian Government’s budget\nuntil 2062 to 2063.\n• The release of \"Working Future: The Australian Government’s White Paper on Jobs and\nOpportunities\" on 25 September 2023, outlining the Government’s vision for a dynamic\nand inclusive labour market, which aims to provide opportunities for secure and fairly\npaid work, fostering growth for individuals, businesses and communities with the\nfollowing five objectives:\n1.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- [Page 23]\nRegular posting of content to Marketing and Ongoing Rate of engagement,\nLinkedIn Communications Officer weekly growth in followers\nWebsite Updates – New Board Marketing and As required Improved Google\nmembers, Grant Communications Officer analytics, search visibility\nannouncements/outcomes,\nbusiness events, community\nevents\nKey Dates\nWhat When Region Target Marketing Marketing mix\nAudience Objective\nJoint Logan August Logan Local business, Event promotion, LinkedIn,\nChambers 2023 industry networking, brand Facebook, EDM\nBusiness experts, local awareness\nAwards government\nRedlands October Redlands Local business, Event promotion, LinkedIn,\nCoast 2023 industry networking, brand Facebook, EDM\nChamber of experts, local awareness\nCommerce government\nBusiness\nAwards\nDistribution Quarterly Logan/Redlands Local business, Awareness of RDA EDM, LinkedIn,\n Source: `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)`\n- Specifically, over the period October to December 2022, the RDA:\n• participated in Suburban Futures’ Future of Suburbia III international conference: Retrofitting\nsuburbia forum;\n• met with FosterVox in relation to it developing productions set within the Redlands and SEQ;\n• supported the Export Council of Australia and Redland City Council partnership delivering a 2-\nday Export Ready Training Workshop to local businesses seeking to go global;\n• supported Australian Tax Office webinars for RDAs on eInvoicing;\n• participated in Committee for Brisbane’s SEQ 2050 - A Vision for Transport & Mobility;\nAbridged RDA Logan & Redlands Annual Report on Outcomes 2022 to 2023 Page 10 of 14\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- [Page 3]\nContents\n^ Foreword 5\n^ Introduction 6\n^ Queensland’s infrastructure framework 10\n^ Stakeholder partnerships and industry development 14\n^ How this strategy was developed 17\n^ Queensland context 18\n^ Infrastructure vision 20\n^ Infrastructure objectives 20\n^ Queensland’s infrastructure focus areas 21\n^ Cross-government 35\n^ Digital and innovation 47\n^ Transport 55\n^ Energy 63\n^ Water 71\n^ Health 79\n^ Education and training 87\n^ Justice and public safety 95\n^ Arts, culture, recreation and tourism 103\n^ Social and affordable housing 111\n^ Measuring success 118\nContents\nState Infrastructure Strategy 3\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n\n### Role and Functions\n\n- Since disasters and severe weather to vulnerability to future hazards and\n2011, we have been impacted increase due to climate change. risks.\nby more than 90 disaster events, The cost of natural disasters to ^ Infrastructure that is more sensitive\nwith more than $17.2 billion spent the state is estimated to be $18.3 to the natural environment and\non recovery and reconstruction billion per year by 2050.27 increasing recognition of the value\nof damaged essential public ^ Society is becoming increasingly of green and blue infrastructure.\ninfrastructure. environmentally conscious.28 ^ Infrastructure that considers\n^ Half of the species living in ^ Queensland Government targets environmental vulnerabilities,\nQueensland are unique to the state. of zero net emissions by 2050 and including where infrastructure\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 39]\nPRIORITY ACTIONS\n1 Infrastructure Productivity and 2 Setting our priorities for private 3 Enabling longer-term pipeline\nWorkforce roadmap (DSDILGP) investment (DSDILGP) development (DSDILGP, QT)\nDevelop a roadmap to guide government and The government recognises the important role the Progressively build a longer-term view of\nindustry efforts to support the infrastructure and private sector plays in investing in infrastructure infrastructure proposals to inform the\nconstruction industry to enhance productivity, and will work closely with industry to identify Queensland Government Infrastructure\nenable opportunities to assess, re-design and and advance infrastructure opportunities that Pipeline, improve coordination and sustain\nharness efficiencies, drive growth and address are suitable and would benefit from private regional jobs, and identify opportunities for\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Queensland’s transport network spans 33,367 km of\nProviding access to employment and training, education,\nstate-controlled roads, over 6,560 km of state managed\nhealth, and essential services underpins the function\nheavy rail, 21 ports, over 20 km of light rail and 29 km\nof Queensland’s passenger transport system.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Recognising\nengaged in learning following the 2017 requirement for the diversity of users and the local community, learning\nall Queensland children to undertake Prep prior to Year 1. environments in new and retrofitted schools and TAFE\nfacilities are incorporating more cultural elements in\nQueensland has over 1,250 state schools and almost 180\nthe infrastructure design.68 This is fostering inclusive\nearly learning centres – eKindy Pods and State Delivered\nand flexible learning environments based on student\nKindergartens also operate out of state school facilities.\nrequirements and aligned with education and training\nOver 70 sites are owned or leased for the delivery of\ncapability.\nstate-run vocational education and training (VET).65 VET\ncourses are delivered by TAFE Queensland and through The increasingly dynamic labour market requires\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Suite 9, Highpoint Business Centre, 3374 Pacific Highway, Springwood\nPO Box 775, Springwood Qld 4127\nHOME\nAbout us\nWhat we do\nBoard\nStaff\nRegional Opportunities\nInvestment & Trade Opportunities\nIncentives for Business\nRegional Data\nFunding\nBusiness Info\nNews\nEvents\nPublications\nContact\nSearch\n Source: `pages/contact.html (http://www.rdaloganandredlands.org.au/contact)`\n- Sitting across this has been the roll out of the incoming Australian Government’s agenda\nincluding through the Government’s 2022 to 2023 Budget released on 25 October 2022 and\n2023 to 2024 Budget released on 9 May 2023.\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n\n### Strategic Priorities\n\n- [pages 108,109,110,111]\nrecovery and growth opportunities that Following improved national and international\nin line with the Queensland Government Local position Queensland’s tourism industry for COVID-19 conditions, activate aviation access\nThriving Communities reform, develop arts/ success after COVID-19, informed by an industry and capacity to support aviation rebuild through\nculture/tourism and sporting/recreational precinct reference panel’s Action Plan for Tourism Recovery tourism, education, freight, export, and business\nplans for discrete Aboriginal and Torres Strait and government long term strategic priorities. travel opportunities.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Specifically, over the period January to March 2023, the RDA:\n• visited Macleay Island to meet key stakeholders;\n• submitted to National Skills Commission 2023 Skills Priority List (SPL) Stakeholder Survey;\n• released the quarterly report to the region for the period October to December 2022;\n• discussed sponsorship opportunities with local organisations;\n• participated in Swinburne University transport digitalisation and automation report webinar;\n• provided a submission the Cyber Secure Queensland Strategic Plan consultation (Department\nof Communities, Housing and Digital Economy);\n• participated at Logan Chamber of Commerce Bring a Business Buddy Breakfast Meeting;\n• participated at Redlands Coast Chamber of Commerce Procurement & Social Enterprise\nBreakfast Event;\n• participated in Redlands Connect discussions;\n• participated in Online Briefing with the Hon Min Kristy McBain MP;\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- One of Council’s and awareness of the need for not put at risk the local economy, local\nof native flora and fauna and rich\nkey priorities in managing climate- transitioning away from fossil fuels businesses and jobs.\necosystems will thrive through our\nchange is reducing the City’s carbon\nawareness, commitment and action in • supporting and developing More information on Council’s\ncaring for the environment.” footprint (Confronting our Climate partnerships with various sections environment and climate change\nFuture 2010) with Council leading by of the community to achieve energy strategies and policies can be found\nCouncil’s report, Confronting Our example and resetting its targets to transition on the Redland City Council website\nClimate Future, includes a ‘Corporate 75% of 1998 emissions by 2050.\n• encouraging local businesses, or through these links:\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n- [pages 37,38,39,40,41,42,43,44,45,46]\nential, The PIA also outlines desired standards of infrastructure works which will\nenvironmental sustainability impacts retail, commercial and industrial of service for the infrastructure need to be aligned to the Economic\nand community wellbeing. development) until the year 2021. network, which will contribute to Development Framework to\nRedland City Council’s Priority The primary purpose of the PIA is to the economic development of the determine whether any amendments\nInfrastructure Plan, RPS V5.1 – 2013 direct urban growth into areas where City.\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n- Priority areas for the SEQ City Deal\ninclude a focus on:\n1. connecting Infrastructure which focusses on transforming regional connectivity with\nbetter mobility for people, goods and services;\n2. jobs and skills including developing a more export-competitive and knowledge-intensive\nregion which delivers higher-value jobs, investment and region-wide prosperity,\nincluding through supporting Indigenous businesses, growing youth and Indigenous\nemployment;\n3. liveability and sustainability including enhancing SEQ's lifestyle with sustainable\ncommunities through the planning and delivery of great places and spaces and a focus\non biodiversity, liveability and sustainable regional outcomes;\n4. housing and planning delivering sustainable growth through greater housing choice,\nmore affordable living, better access to jobs and improved coordination of community-\nenabling infrastructure and services;\n Source: `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)`\n- Increased work centres, while on-demand\ngrowth, a resources investment specialisation in industries transport and autonomous vehicles\nboom and associated upturn in including mining, agriculture and are likely to impact levels of urban\nLNG exports. manufacturing. congestion).\n^ COVID-19 has had far-reaching ^ Technology will drive new ^ Infrastructure and construction\nimpacts on the Queensland industries and disruptive business sectors will adopt new technology\neconomy, particularly services models with economy-wide to unlock productivity, such as\nindustries and those industries implications, including the growth digital approaches throughout the\nexposed to global trade of science- based industries.21 asset lifecycle.23\nconditions.18\n^ Innovation and research ^ Embracing new approaches to\n^ Queensland is leading the nation’s infrastructure, including regulation and service delivery for\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 45]\nPRIORITY ACTIONS\n1 Brisbane 2032 sustainable 3 Continue to implement the\n2 All-hazards approach to resilience\ninfrastructure (DSDILGP, DEPW, Queensland Betterment Program\nplanning (QRA, QFES, DSDILGP, QH)\nDTMR, DES) (QRA)\nQueensland Government and its Games partners Deliver a whole-of-system, all-hazards approach Continue to work with the Australian Government\nwill minimise the climate and environmental to resilience planning including disaster and local governments to rebuild essential public\nfootprint of Brisbane 2032.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 68]\nENERGY\nPRIORITY ACTIONS\n1 50 per cent renewable energy target 2 Developing an Energy Plan for 3 Develop Queensland’s Hydrogen\n(DEPW) Queensland (DEPW) Industry (DEPW, DSDILGP)\nQueensland has committed to a 50 per The energy plan will set out actions to achieve Implement the Queensland Hydrogen Industry\ncent renewable energy target by 2030 while 50 per cent renewable energy by 2030 and a Strategy 2019–2024 so there is a framework for\nmaintaining an affordable, reliable and secure cleaner, affordable, and reliable energy system working with private enterprises and government\nelectricity supply.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Establishes the vision and strategic direction for\nthe state’s national parks and other protected\nareas, providing world class visitor facilities that\nsupport recreation and nature tourism.\n^ Queensland Performing Arts Centre new\ntheatre\nBuilding a new $175 million theatre at the\nQueensland Performing Arts Centre (QPAC).\n^ Action Plan for Tourism Recovery\nThe Action Plan, expected to be released in 2022\nand inform long-term strategic priorities for\nthe Industry, will explore the infrastructure the\ntourism sector needs to succeed, including new Suncorp Stadium (Source: Tourism and Events Queensland)\nand revitalised tourism product and experiences.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 108]\nARTS, CULTURE, RECREATION\nAND TOURISM\nPRIORITY ACTIONS\n1 Optimising Brisbane 2032\n2 Developing partnerships for active 3 Enabling smarter sporting venues\ninfrastructure and legacy\nplaces and spaces (DTIS, DoE) (DTIS)\n(DPC, DSDILGP, DTIS)\nLeverage opportunities provided by Brisbane Partner with schools, local governments and clubs Embrace smarter community sporting\n2032 for all Queenslanders over the next decade to enable community access to school-based infrastructure to better utilise sporting places\nand beyond.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- City to 2041, with a workforce knowledge-based industries\nof 74,000 people. project funding.\n• Lobby the State and Federal\nGovernment for expansion of a\nGross Regional Tourism growth Future State - Key\nhigh-speed broadband network\nProduct growth Growth Stretch Targets\nacross the City A target of 2% of total economic\nThe Redland City economy will be • Identify high-growth potential output, which is less than the There are three Stretch Targets that\nworth $6.8B by 2041. businesses and foster open lines Australian average (Australian will be used as additional economic\ngrowth objectives for the City to 2041:\nCouncil’s ability to influence GRP of communication with them to Government Department of\nis limited but it can maximise facilitate growth where possible Resources, Energy and Tourism, 2014). • Creation of 40,000 local jobs\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n- [Page 68]\nENERGY\nPRIORITY ACTIONS\n1 50 per cent renewable energy target 2 Developing an Energy Plan for 3 Develop Queensland’s Hydrogen\n(DEPW) Queensland (DEPW) Industry (DEPW, DSDILGP)\nQueensland has committed to a 50 per The energy plan will set out actions to achieve Implement the Queensland Hydrogen Industry\ncent renewable energy target by 2030 while 50 per cent renewable energy by 2030 and a Strategy 2019–2024 so there is a framework for\nmaintaining an affordable, reliable and secure cleaner, affordable, and reliable energy system working with private enterprises and government\nelectricity supply.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 23]\nRegular posting of content to Marketing and Ongoing Rate of engagement,\nLinkedIn Communications Officer weekly growth in followers\nWebsite Updates – New Board Marketing and As required Improved Google\nmembers, Grant Communications Officer analytics, search visibility\nannouncements/outcomes,\nbusiness events, community\nevents\nKey Dates\nWhat When Region Target Marketing Marketing mix\nAudience Objective\nJoint Logan August Logan Local business, Event promotion, LinkedIn,\nChambers 2023 industry networking, brand Facebook, EDM\nBusiness experts, local awareness\nAwards government\nRedlands October Redlands Local business, Event promotion, LinkedIn,\nCoast 2023 industry networking, brand Facebook, EDM\nChamber of experts, local awareness\nCommerce government\nBusiness\nAwards\nDistribution Quarterly Logan/Redlands Local business, Awareness of RDA EDM, LinkedIn,\n Source: `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)`\n- [Page 11]\nPriority actions\nTo ensure the strategic and marketing goals of the RDA are achieved and improve the RDA’s understanding of\nits target audience, the following activities will remain elevated in 2024 to 2025 and implemented concurrently\nwith more targeted marketing activities:\n• continuously monitor and maintain the existing mailing list to ensure current and relevant contacts;\n• escalate engagement with clients to better understand the needs of the existing audience; and\n• maintain and improve assessment of website analytics.\n Source: `other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf (http://www.rdaloganandredlands.org.au/images/2024/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf)`\n- [Page 12]\nKey Dates\nWhat When Region Target Audience Marketing Objective\nLogan Business September Logan Local business and Event promotion,\nAwards 2024 communities, industry networking, brand\nexperts, local government awareness\nRedlands Coast October Redlands Local business and Event promotion,\nBusiness 2024 communities, industry networking, brand\nAwards experts, local government awareness\nDistribute Quarterly Logan/ Local business and Awareness of RDA\nQuarterly Redlands communities, industry activities and priorities\nReport experts, local including strategic\ngovernment, policy and directions\nplanning entities\nDistribute Weekly Logan/ Local business and Awareness of RDA\nElectronic Redlands communities, industry activities and priorities\nDirect Mail experts, local including strategic\ngovernment, policy and directions\nplanning entities\n Source: `other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf (http://www.rdaloganandredlands.org.au/images/2024/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf)`\n- In 10 years for example, we’ll be hosting Brisbane\n2032, we’ll have passed our 2030 target of 50 per cent energy from renewable generation, and\nsome of our current emerging industries will be much bigger players in our economy.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- 2020–2030, including the 50 per cent renewable energy target electrification and greater adoption/use\nby 2030.52 The state is on track to achieve this, with renewable of renewables).\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- 10 Achieving the Queensland\n11 First Nation Health Equity strategies 12 Mental health and wellbeing of\nGovernment’s zero net emissions by\n(QH, supported by DSDSATSIP) Queenslanders (QH)\n2050 target (QH)\nLead health sector efforts to improve the Implement strategies and master plans to Enhance and transform the provision of high\nenvironmental performance of existing and new provide equitable access to culturally compatible quality and accessible mental health, alcohol\nhealth facilities, through the establishment community and healthcare services for Aboriginal and other drugs services through increased\nof an Office of Hospital Sustainability and and Torres Strait Island communities in local investment in community mental health, suicide\nlocal responses such as Green Metro North health systems, and health and community prevention and planning and delivering priority\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- 4 Sustainable, efficient buildings and 5 Upgrading or expanding existing\n6 Local Skills, Local Jobs (DESBT, DoE)\nfacilities (DESBT, DoE) schools (DoE)\nThe Queensland Government has set a target As schools grow, they may require new Invest in training facilities in schools across the\nof zero net emissions by 2050.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- The 2022 to 2023 Federal budget predicts more than $6 billion in disaster relief and\nrecovery will be spent in the South East Queensland and Northern New South Wales area as\na result of the March 2022 floods.\n Source: `strategies/Strategic-Regional-Plan-February-2023.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic-Regional-Plan-February-2023.pdf)`\n- Sitting across this has been the roll out of the incoming Australian Government’s agenda\nincluding through the Government’s 2022 to 2023 Budget released on 25 October 2022 and\n2023 to 2024 Budget released on 9 May 2023.\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- While outside the timeframe of this 2022 to 2023 Report on Outcomes it is within this context\nthe RDA welcomes the 24 August 2023 release of the Australian Government’s 2023\nIntergenerational Report which projects the outlook of the economy and the Australian\nGovernment’s budget to 2062 to 2063 (available at https://treasury.gov.au/publication/2023-\nintergenerational-report).\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- Specifically, over the period January to March 2023, the RDA:\n• visited Macleay Island to meet key stakeholders;\n• submitted to National Skills Commission 2023 Skills Priority List (SPL) Stakeholder Survey;\n• released the quarterly report to the region for the period October to December 2022;\n• discussed sponsorship opportunities with local organisations;\n• participated in Swinburne University transport digitalisation and automation report webinar;\n• provided a submission the Cyber Secure Queensland Strategic Plan consultation (Department\nof Communities, Housing and Digital Economy);\n• participated at Logan Chamber of Commerce Bring a Business Buddy Breakfast Meeting;\n• participated at Redlands Coast Chamber of Commerce Procurement & Social Enterprise\nBreakfast Event;\n• participated in Redlands Connect discussions;\n• participated in Online Briefing with the Hon Min Kristy McBain MP;\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- These objectives are:\nPopulation Target • Facilitate exports by leveraging 2030 Community Plan, Cleveland Tourism is currently 1.4% of the\nconnectivity to the South East Master Plan and Capalaba Master City’s total output; the Australian\nRedland City will have a population\nQueensland economy, notably Plan) average is 3%.\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $27 million, $77.9\nmillion, 27 million, 77.9\nmillion | Construction is\ncommencing in October 2023 and expected to be\ncompleted in early 2025.\n• Milestones: New Intensive Care Unit (ICU) and a 32-bed\nward .\n• A multi-level car park also opened in 2023, significantly\nincreased car parking capacity for patients, visitors and staff\nby more than 1000 undercover parking spaces.\n• $27 million allocated in the 2024-25 Budget out of a $77.9\nmillion total spend for Stage 1 of the Redland Hospital\n• The Stage 1 | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $8.4 billion, 8.4 billion | [Page 34]\nAttachment F: 2020 to 23 Strategic Plans: Actions and Outcomes List 10\nIdentified Project Reference Status\nInland Rail Page 17 $8.4 billion commitment to the inland rail project in 2024-25 Federal\n2020 Paper Budget, connecting Brisbane and Melbourne through a seamless\nfreight corridor. | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $125 million, $44.3bn, $60.7bn, 125 million | In August 2023, the Palaszczuk Government increased funding for\nTEQ by $125 million per year, locked in over the next four years, to\nsupport TEQ’s Five-point Plan and Blueprint for growing the\ndomestic visitor economy and fast-tracking international recovery.\nhttps://statements.qld.gov.au/statements/98342\nNDIS Page 18 The 2024-25 federal budget papers show funding for the scheme\n2020 Paper was at $44.3bn and projected to rise to $60.7bn by 2027-2 | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $80 million, $530\nmillion, 80 million, 530\nmillion | Logan and Redlands Page 32 The Logan Hospital Expansion has reached several milestones:\nHospital Investment 2023 Paper\n• Building 3 Tower: The first three areas in the tower have\nofficially opened, signifying significant progress.\n• Medical Imaging Department: The new department is\noperational, boosting capacity for patient scans.\n• Late 2023: Expanded kitchen opens.\n• Early 2024: New wards in Stage 1 expansion open.\n• Late 2024: Stage 1 expansio | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $80 million, $530\nmillion, 80 million, 530\nmillion | [pages 38,39,40,41]\nseveral milestones:\nHospital Investment 2023 Paper\n• Building 3 Tower: The first three areas in the tower have\nofficially opened, signifying significant progress.\n• Medical Imaging Department: The new department is\noperational, boosting capacity for patient scans.\n• Late 2023: Expanded kitchen opens.\n• Early 2024: New wards in Stage 1 expansion open.\n• Late 2024: Stage 1 expansion and maternity refurbishment\ncomplete.\n• Early | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $519.1 million, $138.7 million, 519.1 million, 138.7 million | Schematic design outlines basic project features and costs, while\ndetailed design finalises the structure's precise plans.\nhttps://www.goldcoast.health.qld.gov.au/about-us/news/coomera-\nhospital-continues-progress\nDisaster Relief and Page 35 $519.1 million from the Future Drought Fund for farmers and rural\nRecovery Funding 2023 Paper communities\n(https://budget.gov.au/content/overview/download/budget-\noverview-final.pdf p29)\nThe Government will p | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $11.4 billion, $431.7 million, $39.4 million, 11.4 billion, 431.7 million, 39.4 million | This is in addition to the $11.4 billion\npreviously committed for Disaster Recovery Funding Arrangements\nfor the states and territories.\n(https://budget.gov.au/content/overview/download/budget-\noverview-final.pdf p41)\nCoomera Connector $431.7 million additional funding will be provided for the Coomera\nConnector Stage 1 project and $39.4 million for the relocation of the\nLoganlea Station to ensure better connectivity for the growing hubs\nsouth of | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $227.6 million, 227.6 million | The 2024-25 budget is introducing a new specialist disability\nemployment program, at a cost of $227.6 million over five years, to\nreplace the existing Disability Employment Services (DES) by July\n2025. | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $23.6 billion, 23.6 billion | As part of its 2022 to 2023 budget the Queensland Government also committed to further\nmetropolitan hospital expansions including at Logan hospital as part of the $23.6 billion\nbudget allocation for healthcare infrastructure. | `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)` |\n| $27.3 billion, 27.3 billion | It is dominated by the\nthese investments and assets achieve even more for construction sector which is Queensland’s third largest\nQueenslanders. employer (employing 230,100 people31) and contributed\n$27.3 billion to our economy in 2019–20.32 However,\nInfrastructure systems are complex and interconnected.\nproductivity growth in the sector is declining,33 requiring\nFor example, digital and transport infrastructure are\na step change in the way we pl | `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)` |\n| $6 billion, 6 billion | The 2022 to 2023 Federal budget predicts more than $6 billion in disaster relief and\nrecovery will be spent in the South East Queensland and Northern New South Wales area as\na result of the March 2022 floods. | `strategies/Strategic-Regional-Plan-February-2023.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic-Regional-Plan-February-2023.pdf)` |\n| $1 , $3.50 , 20 PER CENT, 5 per cent | Digital\nand\nInnovation\nCURRENT KEY INITIATIVES\nCuriocity Brisbane 2021 (Source: Tourism and Events Queensland)\nTRENDS\nCSIRO AND NBN CO THIRTY-SIX PER CENT OF THE CSIRO Futures has estimated that\n$1 of research and development\nRESEARCH SUGGESTS THAT QUEENSLAND WORKFORCE\ninvestment creates an average of\n20 PER CENT OF AUSTRALIANS (867,667 QUEENSLAND JOBS)\n$3.50 IN ECONOMY-WIDE\nwill continue to work from home are at risk of disruption from\nBENEFITS. | `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)` |\n| $44.3bn, $60.7bn | [pages 36,37,38]\nov.au/statements/98342\nNDIS Page 18 The 2024-25 federal budget papers show funding for the scheme\n2020 Paper was at $44.3bn and projected to rise to $60.7bn by 2027-28. | `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)` |\n| $4 billion, 4 billion | QCS manages\nmore than $4 billion in assets, including 11 high-\nsecurity and six low-security correctional centres, 36\nCommunity Corrections District Offices and more than\n150 reporting centres. | `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)` |\n| $360 billion, 360 billion | [Page 12]\nQueensland\nAs of 30 September 2024, Queensland's estimated resident population was 5,608,666\npeople, accounting for approximately 20.5% of Australia's total population, and seeing\ncontinuous growth and an economy worth over $360 billion. | `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)` |\n| $3.5 billion, $4.6\nbillion, 3.5 billion, 4.6\nbillion | According to Trade and Investment Queensland, the 2032 Games are forecast\nto drive more than 90,000 jobs per year, $3.5 billion in social benefits, and more than $4.6\nbillion in tourism and trade boost for Queensland. | `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)` |\n| $16 billion, $32 billion, $84 billion, 16 billion, 32 billion, 84 billion | Tourism Economy Boost\nThe Destination 2045: Queensland’s Tourism Future strategy announced in June 2025\noutlines a 20-year vision to transform Queensland into a premier global tourism destination,\naiming to double tourism's economic contribution from $16 billion to $32 billion and\nincrease overall tourism spend to $84 billion by 2045. | `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)` |\n| $4.2 billion, $1.8 billion, $2.4 billion, 4.2 billion, 1.8 billion, 2.4 billion | In addition to the impact of additional visitor spend from committed investment, there is an\nadditional $4.2 billion of potential spend per annum (with $1.8 billion from longer stays and\n$2.4 billion from greater spend per day). | `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)` |\n| $6.8 | City to 2041, with a workforce knowledge-based industries\nof 74,000 people. project funding.\n• Lobby the State and Federal\nGovernment for expansion of a\nGross Regional Tourism growth Future State - Key\nhigh-speed broadband network\nProduct growth Growth Stretch Targets\nacross the City A target of 2% of total economic\nThe Redland City economy will be • Identify high-growth potential output, which is less than the There are three Stretch Targets tha | `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)` |\n| 50 per cent | [Page 68]\nENERGY\nPRIORITY ACTIONS\n1 50 per cent renewable energy target 2 Developing an Energy Plan for 3 Develop Queensland’s Hydrogen\n(DEPW) Queensland (DEPW) Industry (DEPW, DSDILGP)\nQueensland has committed to a 50 per The energy plan will set out actions to achieve Implement the Queensland Hydrogen Industry\ncent renewable energy target by 2030 while 50 per cent renewable energy by 2030 and a Strategy 2019–2024 so there is a framework for\nmai | `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)` |\n\n## Key Achievements\n\n- Stage 2 Expansion:\n• Construction is expected to commence in 2025.\n• The new Mental Health building is expected to be\ncompleted and operational in late 2027, weather and\nconstruction conditions permitting.\nhttps://metrosouth.health.qld.gov.au/redlandexpansion/redland-\nhospital-expansion\nhttps://statements.qld.gov.au/statements/97814#:~:text=%E2%80%\n9CThe%20new%20Mental%20Health%20building,weather%20and%\n20construction%20conditions%20permitting\nhttps://budget.qld.gov.au/files/RAP_2024-\n25_BrisbaneAndRedlands.pdf\nCoomera Hospital Page 33 As at Mar 2024, the Coomera Hospital site was cleared, with\n2023 Paper retaining walls and earthworks in progress.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- Logan and Redlands Page 32 The Logan Hospital Expansion has reached several milestones:\nHospital Investment 2023 Paper\n• Building 3 Tower: The first three areas in the tower have\nofficially opened, signifying significant progress.\n• Medical Imaging Department: The new department is\noperational, boosting capacity for patient scans.\n• Late 2023: Expanded kitchen opens.\n• Early 2024: New wards in Stage 1 expansion open.\n• Late 2024: Stage 1 expansion and maternity refurbishment\ncomplete.\n• Early 2027: Stage 2 expansion expected to be complete\n• $80 million allocated in the 2024-25 budget out of a $530\nmillion total spend to deliver the Logan Hospital Stage 2\nExpansion Project, providing an additional 112 overnight\nbeds and a range of other clinical and support services.\nhttps://metrosouth.health.qld.gov.au/loganexpansion\nRDA Logan & Redlands Advocacy 2024 38\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- [pages 38,39,40,41]\nseveral milestones:\nHospital Investment 2023 Paper\n• Building 3 Tower: The first three areas in the tower have\nofficially opened, signifying significant progress.\n• Medical Imaging Department: The new department is\noperational, boosting capacity for patient scans.\n• Late 2023: Expanded kitchen opens.\n• Early 2024: New wards in Stage 1 expansion open.\n• Late 2024: Stage 1 expansion and maternity refurbishment\ncomplete.\n• Early 2027: Stage 2 expansion expected to be complete\n• $80 million allocated in the 2024-25 budget out of a $530\nmillion total spend to deliver the Logan Hospital Stage 2\nExpansion Project, providing an additional 112 overnight\nbeds and a range of other clinical and support services.\nhttps://metrosouth.health.qld.gov.au/loganexpansion\nRDA Logan & Redlands Advocacy 2024 38\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- Construction is\ncommencing in October 2023 and expected to be\ncompleted in early 2025.\n• Milestones: New Intensive Care Unit (ICU) and a 32-bed\nward .\n• A multi-level car park also opened in 2023, significantly\nincreased car parking capacity for patients, visitors and staff\nby more than 1000 undercover parking spaces.\n• $27 million allocated in the 2024-25 Budget out of a $77.9\nmillion total spend for Stage 1 of the Redland Hospital\n• The Stage 1 Expansion will provide an additional 37 beds on\nthe campus, including the delivery of a new 12-bed\nIntensive Care and High Dependency Unit, and a 25-bed\ninpatient ward\n2.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- Schematic design outlines basic project features and costs, while\ndetailed design finalises the structure's precise plans.\nhttps://www.goldcoast.health.qld.gov.au/about-us/news/coomera-\nhospital-continues-progress\nDisaster Relief and Page 35 $519.1 million from the Future Drought Fund for farmers and rural\nRecovery Funding 2023 Paper communities\n(https://budget.gov.au/content/overview/download/budget-\noverview-final.pdf p29)\nThe Government will provide $138.7 million to improve Australia's\nresponse and resilience to natural hazards and disasters.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- As of the 2024 Progress\n• All 183 priority actions are either underway or completed.\n• Significant investments have been made in hospitals, schools, roads, and rail\nprojects, enhancing access to essential services.\n• Initiatives like the Infrastructure Productivity and Workforce Roadmap have been\nlaunched to address capacity challenges in the infrastructure and construction\nsectors.\n Source: `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)`\n- Implementation\nThe following marketing activities will be implemented in the next 6 month period:\nMarketing activity/deliverable Date of Success indicator\nexpected\ncompletion\nRegular (once weekly) EDM to Ongoing Open rate, bounce rate, click through rate\nmailing list weekly\nRegular posting (weekly with Ongoing Click through rate, rate of engagement,\nincreased frequency during special weekly growth in social media following\nevents) to social media\nRegular posting of content to Ongoing Rate of engagement, growth in followers\nLinkedIn weekly\nWebsite Updates – New Board As required Improved Google analytics data, search\nmembers/staff, Grant visibility\nannouncements/outcomes, business\nevents, community events\nRDA Logan & Redlands Abridged Annual Business Plan 2024 to 2025 Page 11 of 12\n Source: `other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf (http://www.rdaloganandredlands.org.au/images/2024/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf)`\n- Torres Strait Islander population. innovation centres.15,16\nDespite progress, there is still ^ Reframed relationship with First ^ Additional health, technology and\nsignificant disparity in life Nations peoples in Queensland mobility solutions to meet the\noutcomes between Aboriginal and through Tracks to Treaty, which needs of our ageing population and\nTorres Strait Islander peoples and includes the Local Thriving people with disability.\nnon- Indigenous Queenslanders.9 Communities and Path to Treaty ^ Digital and transport connectivity\n^ COVID-19 transformed how and reforms, and also the National supporting livability, amenity,\nwhere we work, how we purchase Agreement on Closing the Gap.17 labour mobility and service delivery\ngoods and services, and how we ^ Businesses, industry and across Queensland.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- Recognising\nengaged in learning following the 2017 requirement for the diversity of users and the local community, learning\nall Queensland children to undertake Prep prior to Year 1. environments in new and retrofitted schools and TAFE\nfacilities are incorporating more cultural elements in\nQueensland has over 1,250 state schools and almost 180\nthe infrastructure design.68 This is fostering inclusive\nearly learning centres – eKindy Pods and State Delivered\nand flexible learning environments based on student\nKindergartens also operate out of state school facilities.\nrequirements and aligned with education and training\nOver 70 sites are owned or leased for the delivery of\ncapability.\nstate-run vocational education and training (VET).65 VET\ncourses are delivered by TAFE Queensland and through The increasingly dynamic labour market requires\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- In 2021, Investment will focus on enabling adaptable, flexible\nnon-government schools provided education for and well-located TAFE facilities that respond to the\n289,466 students,66 and over 1200 private registered needs of fast-changing industries, support job-ready\ntraining organisations delivered VET in Queensland.67 students and grow the productivity of the state’s\nWhile the focus of this strategy is state infrastructure, workforce.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 89]\nCURRENT KEY INITIATIVES\n^ Building Future Schools ^ Revitalising training facilities\n$2.6 billion to deliver word-class learning $100 million under the Equipping TAFE for Our\nenvironments, opening a further 11 new schools Future Program is supporting Queensland’s\nby 2024, predominantly in emerging, fast- communities to access revitalised TAFE facilities\ngrowing communities.70 that incorporate technological advancements\nand adapt to the emerging needs of students\n^ Great Schools Great Future\nand industry.73 Opportunity may exist to explore\n$1 billion to provide new classrooms, halls\nthe co-location of government services to create\nand performing arts centres, planning for\nmore vibrant community hubs and improved\nfuture new schools and the refurbishment of\naccessibility.\nschool facilities.71 This initiative also invests\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- State contribution of $2.4 million and\nestimated to create or support 31 jobs.\nhttps://statements.qld.gov.au/statements/90395\nhttps://livinginlogan.com.au/logan-city-news/state-covid-funding-\nfor-logan/\n2020 Redland City Council to receive $2.5 mil: On 9 September\n2020, $2.5 million for the Southern Moreton Bay Islands green\nsealing projects brought forward – sealing 8.3km of roads on Russell\nand Macleay Islands.\nhttps://www.redlandcitybulletin.com.au/story/6873508/redlands-\nprojects-announced-through-50-million-stimulus-package/\nhttps://documents.parliament.qld.gov.au/speeches/spk2020/Kim_R\nichards-Redlands-20200909-735044186595.pdf\nState Government: Page 3 • Construction for the Mount Lindesay Highway began in\n• $37.5 million for the 2020 Paper March 2021 and was completed in early 2023.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Digital\nand\nInnovation\nCURRENT KEY INITIATIVES\nCuriocity Brisbane 2021 (Source: Tourism and Events Queensland)\nTRENDS\nCSIRO AND NBN CO THIRTY-SIX PER CENT OF THE CSIRO Futures has estimated that\n$1 of research and development\nRESEARCH SUGGESTS THAT QUEENSLAND WORKFORCE\ninvestment creates an average of\n20 PER CENT OF AUSTRALIANS (867,667 QUEENSLAND JOBS)\n$3.50 IN ECONOMY-WIDE\nwill continue to work from home are at risk of disruption from\nBENEFITS.42\nindefinitely, compared to 5 per cent digitisation and automation\npre-COVID-1940 by 2038, presenting both challenges\nand significant opportunities41\nDigital\nand\nInnovation\nState Infrastructure Strategy 49\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 38]\nThe report found that each region of Queensland faces specific\nopportunities and challenges: Darling Downs and Surat Basin have\nabundant resources but need to manage water and infrastructure\ncosts; Gladstone and Central Queensland benefit from industrial\nzones and export proximity but require sustainable water and\nemissions solutions; Townsville and North Queensland show strong\ninterest and export potential but need infrastructure and\ninvestment; Wide Bay-Burnett and Sunshine Coast have coastal\nlocations and infrastructure but must balance demand and\nregulations; and South East Queensland offers urban centers and a\nskilled workforce but faces land and grid capacity issues\nRecent developments:\n• The Hydrogen Industry Strategy will be refreshed for 2024-\n2028 to further support sector growth.\nhttps://www.energyandclimate.qld.gov.au/hydrogen/qld\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- Specifically, over the period January to March 2023, the RDA:\n• visited Macleay Island to meet key stakeholders;\n• submitted to National Skills Commission 2023 Skills Priority List (SPL) Stakeholder Survey;\n• released the quarterly report to the region for the period October to December 2022;\n• discussed sponsorship opportunities with local organisations;\n• participated in Swinburne University transport digitalisation and automation report webinar;\n• provided a submission the Cyber Secure Queensland Strategic Plan consultation (Department\nof Communities, Housing and Digital Economy);\n• participated at Logan Chamber of Commerce Bring a Business Buddy Breakfast Meeting;\n• participated at Redlands Coast Chamber of Commerce Procurement & Social Enterprise\nBreakfast Event;\n• participated in Redlands Connect discussions;\n• participated in Online Briefing with the Hon Min Kristy McBain MP;\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n- One of Council’s and awareness of the need for not put at risk the local economy, local\nof native flora and fauna and rich\nkey priorities in managing climate- transitioning away from fossil fuels businesses and jobs.\necosystems will thrive through our\nchange is reducing the City’s carbon\nawareness, commitment and action in • supporting and developing More information on Council’s\ncaring for the environment.” footprint (Confronting our Climate partnerships with various sections environment and climate change\nFuture 2010) with Council leading by of the community to achieve energy strategies and policies can be found\nCouncil’s report, Confronting Our example and resetting its targets to transition on the Redland City Council website\nClimate Future, includes a ‘Corporate 75% of 1998 emissions by 2050.\n• encouraging local businesses, or through these links:\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n- [Page 49]\n^ Digitally connected regions\nThe Queensland Government is exploring\nopportunities to improve connectivity in\nregional and remote Queensland, including\ndriving a more competitive market through co-\ninvestment, and leveraging government buying\npower and existing infrastructure.\n^ Digital Infrastructure Plan (DIP)\nDeveloping a 10-year plan to focus the\ncollaborative efforts and investments required\nacross government and industry to bridge the\ndigital divide.\n^ Strengthening Telecommunications\nAgainst Natural Disasters program\n(STAND)\nWorking with NBN Co and councils to improve\nemergency telecommunication facilities in\nemergency shelters and assembly areas\n(approximately 60 sites), allowing communities\nat risk of natural disasters to access online\nsupport services, social media and news.\n^ Queensland Innovation Places Strategy\n2022–2032\nDeveloping a 10-year whole-of-government\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- 6 Embedding climate change risk\n4 Identifying regulatory and other 5 Best practice catchment analysis and\nand analysis (DRDMW, Seqwater,\nreforms to improve access (DRDMW) water planning (DRDMW)\nSunwater)\nIdentify opportunities to improve and streamline Continue to incorporate new technologies and Improve water planning, water security and\nthe regulatory and policy regime for water, the best, most contemporary science in the catchment analysis by embedding the impact\nincluding clarity on roles and responsibilities for development of water plans, and to communicate of climate change on water availability into the\nintegrated water planning, and licences, providing this to industry to help support and reduce risk in planning process.\naccess to reserves allocated to delay new their investment decisions.\ninfrastructure and facilitating innovation.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 98]\nJUSTICE AND\nPUBLIC SAFETY\nCHALLENGES\nShifting demand for Regional service delivery\nservice delivery\nAs almost 30 per cent of Queensland’s population\nThe delivery of emergency services live outside SEQ, it is important that the state\ncontinues to be challenged continues to strongly consider regional service\nby a number of growing and delivery needs across justice and public safety\nshifting demands, including high agencies.\npopulation growth in several\nlocations, changing risk profiles,\nan ageing population, increased\ncultural diversity, changing\ncommunity expectations, and the\noperational responses required\nfor significant events such as the\nCOVID-19 pandemic.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 46]\nBibliography\nhttps://www.brisbanetimes.com.au/national/queensland/redlands-blues-too-country-for-the-\ncity-too-city-for-the-country-20230525-p5db9u.html\nhttps://budget.qld.gov.au/files/RAP_2024-25_Logan.pdf?v=1\nhttps://budget.qld.gov.au/files/RAP_2024-25_BrisbaneAndRedlands.pdf\nhttps://dataresearch.ndis.gov.au/reports-and-analyses/market-monitoring/market-monitoring-\nqld\nhttps://www.infrastructure.gov.au/department/media/publications/updated-definition-peri-\nurban-fringe-definition\nhttps://www.infrastructure.gov.au/territories-regions-cities/regional-australia/regional-\ninvestment-framework\nhttps://www.infrastructure.gov.au/sites/default/files/documents/infrastructure-policy-\nstatement-20231114.pdf\nhttps://profile.id.com.au/redland/qualifications\nhttps://profile.id.com.au/logan/flyer\nhttps://migration.qld.gov.au/About-Queensland/Cities-and-Regions/Brisbane-and-surrounding-\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- [Page 17]\nInfrastructure – Social\nHealth care\nProposed actions include:\n• Contributing to Regionally relevant expansion of Health care services and facilities (e.g.,\nHospitals, health precinct) through researching the current additional demand of health care\nservices (Aged care, Hospital, Emergency)\n• Researching key demand areas for Health care facilities and issues (physical space,\naccessibility, staffing, demand, costs or a mix of all creating a limit on supply)\n• Current investment (incoming/expected)\nSocial assistance\nProposed actions include:\n• Mapping changes to the NDIS, Childcare subsidies and overall social assistance from the May\n2023 Australian Government budget and impact on current regional capacity for Social\nAssistance (Child care, aged care, in home care, disability assistance)\n• Organising a summit with relevant stakeholders on what can be done to remove barriers to\n Source: `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)`\n- [Page 18]\nCircular Economy\nProposed actions include:\n• Understanding current projects in the Region\nEducation, Skills and the Labour Market\nSkills\nProposed actions include:\n• Understanding and identifying skills shortages and underpinning reasons (work attitude,\nskilling opportunities, accessibility)\n• Identifying opportunities to contribute to more industry and workplace skilling solutions\nrelated to the Region’s needs\n• Researching the development of micro credentials and the role of recognition of current\ncompetencies (versus recognition of prior learning) as they relate to the Region’s needs\nEducation Facilities and Offerings\nProposed actions include:\n• Conducting an audit of the relevance of the Region’s key facilities or industry specific facilities\nto the Region’s needs and their capacity to meet the changing skills needs from full\nqualifications to skill sets\n Source: `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)`\n- 4 Suburban Futures submission; Queensland Budget & Policy Submission; March 2025 available at\nhttps://suburbanfutures.com.au/reports/policy-and-pre-budget-submission-to-queensland-\ngovernment-2025/\nLogan and Redlands : Challenges and opportunities for sustainable growth Page 19 of 49\n Source: `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)`\n- [Page 29]\nThe cancellation reflects broader challenges facing the Inland Rail project, including cost\nescalations—from an initial estimate of $9.3 billion to over $31 billion—and delays in\nenvironmental approvals.\n Source: `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)`\n- 10 Refer https://budget.gov.au/2022-23/content/regions.htm#four\nLogan and Redlands : Challenges and opportunities for sustainable growth Page 35 of 44\n Source: `strategies/Strategic-Regional-Plan-February-2023.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic-Regional-Plan-February-2023.pdf)`\n- [pages 11,12,13,14]\ncial Enterprise\nBreakfast Event;\n• participated in Redlands Connect discussions;\n• participated in Online Briefing with the Hon Min Kristy McBain MP;\n• Board met and in partnership with key stakeholders released the Strategic Regional Plan\nLogan and Redlands : Challenges and Opportunities for Sustainable Growth;\n• participated in the Redlands Regional Jobs Committee futures forum;\n• met with Department of Employment, Small Business and Training officials to support the\nestablishment of a Redlands small business hub;\n• met with Redland City Council officers;\n• met with Logan Office for Economic Development official;\n• met with Councils and key stakeholders on status of emerging Australian Government\nprograms;\nAbridged RDA Logan & Redlands Annual Report on Outcomes 2022 to 2023 Page 11 of 14\n Source: `annual-reports/2022-23.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Torres Strait Islander population. innovation centres.15,16\nDespite progress, there is still ^ Reframed relationship with First ^ Additional health, technology and\nsignificant disparity in life Nations peoples in Queensland mobility solutions to meet the\noutcomes between Aboriginal and through Tracks to Treaty, which needs of our ageing population and\nTorres Strait Islander peoples and includes the Local Thriving people with disability.\nnon- Indigenous Queenslanders.9 Communities and Path to Treaty ^ Digital and transport connectivity\n^ COVID-19 transformed how and reforms, and also the National supporting livability, amenity,\nwhere we work, how we purchase Agreement on Closing the Gap.17 labour mobility and service delivery\ngoods and services, and how we ^ Businesses, industry and across Queensland.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [pages 18,19]\nand Path to Treaty ^ Digital and transport connectivity\n^ COVID-19 transformed how and reforms, and also the National supporting livability, amenity,\nwhere we work, how we purchase Agreement on Closing the Gap.17 labour mobility and service delivery\ngoods and services, and how we ^ Businesses, industry and across Queensland.\ninteract with each other across community have been adapting in ^ Co-location of innovation,\nour communities, including response to COVID-19. entertainment, sport and\naccelerating digital adoption.10,11 recreation, and cultural precincts\n^ Cross-government collaboration\nand smart design of city spaces.\nand partnerships to drive shared-\nuse approaches that enable more\nintegrated, multi-functional and\ncost-effective social infrastructure.\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [pages 37,38,39,40,41,42,43,44,45,46]\nential, The PIA also outlines desired standards of infrastructure works which will\nenvironmental sustainability impacts retail, commercial and industrial of service for the infrastructure need to be aligned to the Economic\nand community wellbeing. development) until the year 2021. network, which will contribute to Development Framework to\nRedland City Council’s Priority The primary purpose of the PIA is to the economic development of the determine whether any amendments\nInfrastructure Plan, RPS V5.1 – 2013 direct urban growth into areas where City.\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n- Priority areas for the SEQ City Deal\ninclude a focus on:\n1. connecting Infrastructure which focusses on transforming regional connectivity with\nbetter mobility for people, goods and services;\n2. jobs and skills including developing a more export-competitive and knowledge-intensive\nregion which delivers higher-value jobs, investment and region-wide prosperity,\nincluding through supporting Indigenous businesses, growing youth and Indigenous\nemployment;\n3. liveability and sustainability including enhancing SEQ's lifestyle with sustainable\ncommunities through the planning and delivery of great places and spaces and a focus\non biodiversity, liveability and sustainable regional outcomes;\n4. housing and planning delivering sustainable growth through greater housing choice,\nmore affordable living, better access to jobs and improved coordination of community-\nenabling infrastructure and services;\n Source: `strategies/Strategic-20Regional-20Plan-202025.pdf (http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf)`\n- Increased work centres, while on-demand\ngrowth, a resources investment specialisation in industries transport and autonomous vehicles\nboom and associated upturn in including mining, agriculture and are likely to impact levels of urban\nLNG exports. manufacturing. congestion).\n^ COVID-19 has had far-reaching ^ Technology will drive new ^ Infrastructure and construction\nimpacts on the Queensland industries and disruptive business sectors will adopt new technology\neconomy, particularly services models with economy-wide to unlock productivity, such as\nindustries and those industries implications, including the growth digital approaches throughout the\nexposed to global trade of science- based industries.21 asset lifecycle.23\nconditions.18\n^ Innovation and research ^ Embracing new approaches to\n^ Queensland is leading the nation’s infrastructure, including regulation and service delivery for\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- ECONOMIC\nINFRASTRUCTURE LAND-USE\nDEVELOPMENT\nAustralian Australian Economic Australian\nGovernment Recovery Plan Infrastructure Plan\nQueensland's\nState Infrastructure\nCOVID-19 Economic State Planning Policy\nStrategy\nRecovery Plan\nQueensland Priority Industry Regional Infrastructure\nRegional Plans\nGovernment Roadmaps Plans\nOther industry\nOther strategies,\nand regional\nplans and programs\ndevelopment plans\nLocal Local economic Local government\nPlanning schemes\nGovernment development strategies infrastructure plans\nRigorous infrastructure proposal development\nThe priorities outlined in this strategy and our Regional Infrastructure Plans will inform the development of proposals\nand projects across the four phases of the infrastructure lifecycle:\n1 PLANNING 2 ASSESSMENT 3 DELIVERY 4 OPERATION\nIdentifying service Developing and Procurement Operating and\n Source: `strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)`\n- [Page 12]\n• use their local, cross-sector expertise and regional voice to:\n➢ collaborate with integrity, transparency, respect and accountability;\n➢ engage with diverse communities, especially First Nations people;\n➢ support the Government’s ambition of ‘no one held back and no one left behind’; and\n➢ support gender equality opportunities in their regions.\n Source: `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf)`\n- [Page 9]\nRedland City Economic Development Framework\nTo meet average annual Gross Regional Product growth of 3% to 2041, this Framework recognises that Redland City will need to\nsubstantially boost export-oriented and value-add industries such as Health Care and Social Assistance, and Professional, Scientific\nand Technical Services, and ensure that jobs growth occurs in those sectors that are able to provide high-income employment\nas well as those which are traditionally an employment source for young people.\n Source: `strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2021-22.pdf` - annual-reports - http://www.rdaloganandredlands.org.au/images/2022/RDA_Logan_and_Redlands_2021_to_2022_annual_report_on_outcomes_Abridged_version_for_website.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf\n- `strategies/Economic_Development_Framework.pdf` - strategies - http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf\n- `strategies/Strategic-20Regional-20Plan-202025.pdf` - strategies - http://www.rdaloganandredlands.org.au/images/documents/Strategic%20Regional%20Plan%202025.pdf\n- `strategies/state-infrastructure-strategy-2022.pdf` - strategies - https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf\n- `strategies/Strategic-Regional-Plan-February-2023.pdf` - strategies - http://www.rdaloganandredlands.org.au/images/documents/Strategic-Regional-Plan-February-2023.pdf\n- `strategies/regional-investment-framework-july2023.pdf` - strategies - https://www.infrastructure.gov.au/sites/default/files/documents/regional-investment-framework-july2023.pdf\n- `pages/about.html` - pages - http://www.rdaloganandredlands.org.au/about-us\n- `pages/contact.html` - pages - http://www.rdaloganandredlands.org.au/contact\n- `pages/homepage.html` - pages - http://www.rdaloganandredlands.org.au\n- `pages/news-latest.html` - pages - http://www.rdaloganandredlands.org.au/latest-news\n- `pages/priorities-index.html` - pages - http://www.rdaloganandredlands.org.au/about-us/what-we-do\n- `pages/publications-index.html` - pages - http://www.rdaloganandredlands.org.au/publications\n- `other-pdfs/rda-charter.pdf` - other-pdfs - https://www.rda.gov.au/sites/default/files/documents/rda-charter.pdf\n- `other-pdfs/RDA-20Advocacy-20Paper-202024.pdf` - other-pdfs - http://www.rdaloganandredlands.org.au/images/documents/RDA%20Advocacy%20Paper%202024.pdf\n- `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf` - other-pdfs - http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf\n- `other-pdfs/Purpose-Before-Profit-Elevating-Logan-and-Redlands-2024.pdf` - other-pdfs - http://www.rdaloganandredlands.org.au/images/documents/Purpose-Before-Profit-Elevating-Logan-and-Redlands-2024.pdf\n- `other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf` - other-pdfs - http://www.rdaloganandredlands.org.au/images/2024/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# RDA QLD Logan & Redlands - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:16:46.504832+00:00\n**Entity ID**: B-002701\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 18\n- Unique legislation references found: 2\n\n| Type | Count |\n|---|---:|\n| Act | 1 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Brisbane Olympic and Paralympic Games Arrangements Act 2021\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Brisbane+Olympic+and+Paralympic+Games+Arrangements+Act+2021\n\n**Sources**:\n- `strategies/Strategic-20Regional-20Plan-202025.pages.jsonl`\n\n**Evidence contexts**:\n- t 2023.\nLogan and Redlands : Challenges and opportunities for sustainable growth Page 22 of 49\n\n[page 23]\nThe Games are being organised by the Brisbane Organising Committee for the 2032 Olympic\nand Paralympic Games, a statutory authority established under the Brisbane Olympic and\nParalympic Games Arrangements Act 2021 by the Queensland Parliament. This committee is\nresponsible for planning, organizing, and delivering the Games in accordance with the host\ncontract.\nThe Committee will work closely with key Delivery Partners including the Games Independent\nInfrastructure and\n Source: `strategies/Strategic-20Regional-20Plan-202025.pages.jsonl`\n\n### Prescribed State Schools) Amendment Regulation 2021\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Prescribed+State+Schools%29+Amendment+Regulation+2021\n\n**Sources**:\n- `strategies/state-infrastructure-strategy-2022.pages.jsonl`\n\n**Evidence contexts**:\n- 19.qld.gov.au/government-\nactions/our-economic-recovery-strategy. Accessed 2 February 2022 .\n73 Queensland Treasury (2021) Queensland Budget 2021–22 Highlights. Brisbane: Queensland Government.\n74 Department of Education (2021) Education (General Provisions) (Prescribed State Schools) Amendment Regulation 2021, page 5 ($6m = infrastructure\ncomponent) Available via: https://www.legislation.qld.gov.au/view/pdf/published.exp/sl-2021-0167 Accessed 11 February 2022.\n75 Queensland Government Statistician’s Office (2018) Queensland Government population projections, 2018\n Source: `strategies/state-infrastructure-strategy-2022.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/publications-index.html` (page)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `other-pdfs/Purpose-Before-Profit-Elevating-Logan-and-Redlands-2024.pages.jsonl` (pdf_pages)\n- `other-pdfs/RDA-20Advocacy-20Paper-202024.pages.jsonl` (pdf_pages)\n- `other-pdfs/rda-charter.pages.jsonl` (pdf_pages)\n- `other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pages.jsonl` (pdf_pages)\n- `other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pages.jsonl` (pdf_pages)\n- `strategies/Economic_Development_Framework.pages.jsonl` (pdf_pages)\n- `strategies/regional-investment-framework-july2023.pages.jsonl` (pdf_pages)\n- `strategies/state-infrastructure-strategy-2022.pages.jsonl` (pdf_pages)\n- `strategies/Strategic-20Regional-20Plan-202025.pages.jsonl` (pdf_pages)\n- `strategies/Strategic-Regional-Plan-February-2023.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2022-23", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To ensure the Logan and Redlands Region will be at the centre of economic and employment growth for South East Queensland, Queensland statewide and Australia wide.", "purposes_source_page": 9, "how_we_deliver": "Through strategic planning, engagement with stakeholders, and advocacy on behalf of the Logan and Redlands Region and the broader South East Queensland Region.", "how_we_deliver_source_page": 9, "government_priorities": [ { "text": "Infrastructure – Investing in places", "source_page": 8 }, { "text": "Economic Development", "source_page": 8 }, { "text": "Skills and Ready Workforce", "source_page": 8 }, { "text": "Environmental and Natural Assets", "source_page": 8 } ], "outcomes": [ { "name": "Economic Infrastructure", "description": "Investment in places crucial to support the Region's growth.", "key_activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_page": 8 }, { "name": "Social Infrastructure", "description": "Focus on economic development to drive regional growth.", "key_activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_page": 8 }, { "name": "Education, Skills and the Labour Market", "description": "Investing in industries and local economies to build a ready workforce.", "key_activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_page": 8 }, { "name": "Leveraging opportunities including amenities", "description": "Investing in services and natural assets to drive regional development.", "key_activities": [ "Developing and validating the Strategic Regional Plan", "Engaging with stakeholders to ensure local and key stakeholder buy-in" ], "source_page": 8 } ], "values": [ "Investment", "Collaboration", "Sustainability" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "KPI01", "measure": "Population Growth", "target": "54% (Logan) and 14% (Redlands)", "source_page": 3 }, { "code": "KPI02", "measure": "Business Commuting", "target": "54% (Logan) and 52% (Redlands)", "source_page": 3 }, { "code": "KPI03", "measure": "Over 60 Years Age", "target": "18% (Logan) and 28% (Redlands)", "source_page": 3 } ], "kpi_results_2024_25": [ { "code": "KPI01", "measure": "Population Growth", "result": "Achieved", "status": "Achieved", "source_page": 3 }, { "code": "KPI02", "measure": "Business Commuting", "result": "Achieved", "status": "Achieved", "source_page": 3 }, { "code": "KPI03", "measure": "Over 60 Years Age", "result": "Achieved", "status": "Achieved", "source_page": 3 } ], "_source_urls": { "annual_report_url": "http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-2022-23-Annual-Report-on-Outcomes.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 49]\n^ Digitally connected regions\nThe Queensland Government is exploring\nopportunities to improve connectivity in\nregional and remote Queensland, including\ndriving a more competitive market through co-\ninvestment, and leveraging government buying\npower and existing infrastructure.\n^ Digital Infrastructure Plan (DIP)\nDeveloping a 10-year plan to focus the\ncollaborative efforts and investments required\nacross government and industry to bridge the\ndigital divide.\n^ Strengthening Telecommunications\nAgainst Natural Disasters program\n(STAND)\nWorking with NBN Co and councils to improve\nemergency telecommunication facilities in\nemergency shelters and assembly areas\n(approximately 60 sites), allowing communities\nat risk of natural disasters to access online\nsupport services, social media and news.\n^ Queensland Innovation Places Strategy\n2022–2032\nDeveloping a 10-year whole-of-government", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 49]\n^ Digitally connected regions\nThe Queensland Government is exploring\nopportunities to improve connectivity in\nregional and remote Queensland, including\ndriving a more competitive market through co-\ninvestment, and leveraging government buying\npower and existing infrastructure.\n^ Digital Infrastructure Plan (DIP)\nDeveloping a 10-year plan to focus the\ncollaborative efforts and investments required\nacross government and industry to bridge the\ndigital divide.\n^ Strengthening Telecommunications\nAgainst Natural Disasters program\n(STAND)\nWorking with NBN Co and councils to improve\nemergency telecommunication facilities in\nemergency shelters and assembly areas\n(approximately 60 sites), allowing communities\nat risk of natural disasters to access online\nsupport services, social media and news.\n^ Queensland Innovation Places Strategy\n2022–2032\nDeveloping a 10-year whole-of-government", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 98]\nJUSTICE AND\nPUBLIC SAFETY\nCHALLENGES\nShifting demand for Regional service delivery\nservice delivery\nAs almost 30 per cent of Queensland’s population\nThe delivery of emergency services live outside SEQ, it is important that the state\ncontinues to be challenged continues to strongly consider regional service\nby a number of growing and delivery needs across justice and public safety\nshifting demands, including high agencies.\npopulation growth in several\nlocations, changing risk profiles,\nan ageing population, increased\ncultural diversity, changing\ncommunity expectations, and the\noperational responses required\nfor significant events such as the\nCOVID-19 pandemic.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 98]\nJUSTICE AND\nPUBLIC SAFETY\nCHALLENGES\nShifting demand for Regional service delivery\nservice delivery\nAs almost 30 per cent of Queensland’s population\nThe delivery of emergency services live outside SEQ, it is important that the state\ncontinues to be challenged continues to strongly consider regional service\nby a number of growing and delivery needs across justice and public safety\nshifting demands, including high agencies.\npopulation growth in several\nlocations, changing risk profiles,\nan ageing population, increased\ncultural diversity, changing\ncommunity expectations, and the\noperational responses required\nfor significant events such as the\nCOVID-19 pandemic.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/state-infrastructure-strategy-2022.pdf (https://www.statedevelopment.qld.gov.au/__data/assets/pdf_file/0013/72103/state-infrastructure-strategy-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "City to 2041, with a workforce knowledge-based industries\nof 74,000 people. project funding.\n• Lobby the State and Federal\nGovernment for expansion of a\nGross Regional Tourism growth Future State - Key\nhigh-speed broadband network\nProduct growth Growth Stretch Targets\nacross the City A target of 2% of total economic\nThe Redland City economy will be • Identify high-growth potential output, which is less than the There are three Stretch Targets that\nworth $6.8B by 2041. businesses and foster open lines Australian average (Australian will be used as additional economic\ngrowth objectives for the City to 2041:\nCouncil’s ability to influence GRP of communication with them to Government Department of\nis limited but it can maximise facilitate growth where possible Resources, Energy and Tourism, 2014). • Creation of 40,000 local jobs", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "City to 2041, with a workforce knowledge-based industries\nof 74,000 people. project funding.\n• Lobby the State and Federal\nGovernment for expansion of a\nGross Regional Tourism growth Future State - Key\nhigh-speed broadband network\nProduct growth Growth Stretch Targets\nacross the City A target of 2% of total economic\nThe Redland City economy will be • Identify high-growth potential output, which is less than the There are three Stretch Targets that\nworth $6.8B by 2041. businesses and foster open lines Australian average (Australian will be used as additional economic\ngrowth objectives for the City to 2041:\nCouncil’s ability to influence GRP of communication with them to Government Department of\nis limited but it can maximise facilitate growth where possible Resources, Energy and Tourism, 2014). • Creation of 40,000 local jobs", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/Economic_Development_Framework.pdf (http://www.rdaloganandredlands.org.au/images/documents/Economic_Development_Framework.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 23]\nRegular posting of content to Marketing and Ongoing Rate of engagement,\nLinkedIn Communications Officer weekly growth in followers\nWebsite Updates – New Board Marketing and As required Improved Google\nmembers, Grant Communications Officer analytics, search visibility\nannouncements/outcomes,\nbusiness events, community\nevents\nKey Dates\nWhat When Region Target Marketing Marketing mix\nAudience Objective\nJoint Logan August Logan Local business, Event promotion, LinkedIn,\nChambers 2023 industry networking, brand Facebook, EDM\nBusiness experts, local awareness\nAwards government\nRedlands October Redlands Local business, Event promotion, LinkedIn,\nCoast 2023 industry networking, brand Facebook, EDM\nChamber of experts, local awareness\nCommerce government\nBusiness\nAwards\nDistribution Quarterly Logan/Redlands Local business, Awareness of RDA EDM, LinkedIn,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 23]\nRegular posting of content to Marketing and Ongoing Rate of engagement,\nLinkedIn Communications Officer weekly growth in followers\nWebsite Updates – New Board Marketing and As required Improved Google\nmembers, Grant Communications Officer analytics, search visibility\nannouncements/outcomes,\nbusiness events, community\nevents\nKey Dates\nWhat When Region Target Marketing Marketing mix\nAudience Objective\nJoint Logan August Logan Local business, Event promotion, LinkedIn,\nChambers 2023 industry networking, brand Facebook, EDM\nBusiness experts, local awareness\nAwards government\nRedlands October Redlands Local business, Event promotion, LinkedIn,\nCoast 2023 industry networking, brand Facebook, EDM\nChamber of experts, local awareness\nCommerce government\nBusiness\nAwards\nDistribution Quarterly Logan/Redlands Local business, Awareness of RDA EDM, LinkedIn,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf (http://www.rdaloganandredlands.org.au/images/documents/RDA-Logan-and-Redlands-Abridged-Business-Plan-for-2023-to-2024.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Implementation\nThe following marketing activities will be implemented in the next 6 month period:\nMarketing activity/deliverable Date of Success indicator\nexpected\ncompletion\nRegular (once weekly) EDM to Ongoing Open rate, bounce rate, click through rate\nmailing list weekly\nRegular posting (weekly with Ongoing Click through rate, rate of engagement,\nincreased frequency during special weekly growth in social media following\nevents) to social media\nRegular posting of content to Ongoing Rate of engagement, growth in followers\nLinkedIn weekly\nWebsite Updates – New Board As required Improved Google analytics data, search\nmembers/staff, Grant visibility\nannouncements/outcomes, business\nevents, community events\nRDA Logan & Redlands Abridged Annual Business Plan 2024 to 2025 Page 11 of 12", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf (http://www.rdaloganandredlands.org.au/images/2024/RDA_Logan_and_Redlands_2024_2025_Annual_Business_Plan_Abridged.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002701", "entity_name": "RDA QLD Logan & Redlands", "folder_name": "RDA-QLD-Logan-&-Redlands", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Implementation\nThe following marketing activities will be implemented in the next 6 month period:\nMarketing activity/deliverable Date of Success indicator\nexpected\ncompletion\nRegular (once weekly) EDM to Ongoing Open rate, bounce rate, click through rate\nmailing list weekly\nRegular posting (weekly with Ongoing Click through rate, rate of engagement,\nincreased frequency during special weekly growth in social media following\nevents) to social media\nRegular posting of content to Ongoing Rate of engagement, growth in followers\nLinkedIn weekly\nWebsite Updates – New Board As required Improved Google analytics data, 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