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A strategic response to our fast-changing environment
This plan has been developed for the Infrastructure Services Department in accordance with the Sunshine Coast Council Corporate Plan.
Revised - Version 4 - August 2015 to reflect the span and focus of the new Sunshine Coast Council, and the new Infrastructure Services structure
Developed by
Andrew Ryan, Director Infrastructure Services Department August 2015 - Major Revision 4
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Infrastructure Services Department Plan (2015 - 2017)
Contents Message from the Director ................................................................................................ 4 The Department Plan at a glance ...................................................................................... 6 Our Vision .......................................................................................................................... 8 Our Values ......................................................................................................................... 12 About the Department......................................................................................................... 14 The Department Structure ................................................................................................. 16 Linking Value Creation to Objectives ................................................................................. 32 Our Challenges .................................................................................................................. 36 Appendix 1 ........................................................................................................................ 37
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Message from the Director The Sunshine Coast is both a great place to live and to work - arguably envied by many. In terms of working for Sunshine Coast Council we play a vital role in local government that will grow even more important in decades ahead. The Sunshine Coast Council is one of the largest local authorities in Queensland offering not only a diverse workplace which continuously improves the way it does business but most importantly strives to be an employer of choice. This is achieved through creating an environment where employees are proud to say, “Yes, I work there!”. The Sunshine Coast Council strives to deliver world-class service and support to the region through an aspirational vision to be Australia’s most sustainable region – vibrant, green and diverse. Established in March 2008 the Infrastructure Services Department has a clear mandate, to deliver tangible, value for money outcomes to the community. During past years the department has undergone an astonishing speed of change and the seemingly endless “shots across the bow”- those surprises from external sources and internal crises, which at times need change, involve agility, the ability to adapt, and skills and instincts to react quickly.
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This has been achieved in an environment of tight budgets, increasing asset base and aging infrastructure. Consequently, this forces the department to reassess its business practices, boost efficiency, eliminate performance gaps and renegotiate relationships with the public that we serve. However, one thing that hasn’t changed is the departments rock-solid reputation of: determination, can do attitude, and ambitious bold moves. Regardless of what’s come our way the department has continued to maintain a focus on the immediate practical concerns, whilst continuing to maintain a focus on business transformation aimed at meeting changing demands. On an ongoing basis staff are required to quickly switch mental gears and more often than not, have turned opportunities into success, transformed ideas into reality and built new strategies aimed at managing an unprecedented wave of new knowledge and information flow. This department plan serves as the blue print for the department’s future, it sets out how we will service and support our community whilst contributing to shaping both our workforce and region. This plan is strategically linked to the organisations corporate plan, a document which
sets the priorities for us as an organisation over the next five years as well as branch strategic direction statements and annual branch plans which have been developed by each of the branch managers. As director of the department, I am proud of the department’s achievements so-far and am confident that a clear focus on three key imperatives – Strategy, Structure and Systems which are intrinsically linked to five objectives: Leading Asset and Service Management; Performance and Efficiency; Staying Connected with our Community; Workforce Development; and Technological Transformation. These will ensure we will continue to provide sustainable best value products and services to our community. The blueprint for Infrastructure Services was a collaborative initiative driven by the management team and I take the opportunity to thank, Kev Jones, Manager Fleet and Quarry Services, Mark Presswell, Manager Parks and Gardens, John Hogg, Manager Waste and Resources Management, Chris Allan, Manager Environmental Operations, Tony McDougall, Manager Civil Asset Management, Tom Jamieson, Manager Project Delivery and John Clarke, Manager Transport and
Infrastructure Services for their contributions and commitment to this document. From my past experiences a blueprint will remain just a piece of paper without the commitment of both management and our staff, and I also know, that IS people deliver and will continue to do so. Please take the time to read this plan, consider where you fit in, and use it as an opportunity to set your own course in serving our community.
Andrew Ryan Director, Infrastructure Services
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The Department Plan at a Glance This Plan has been developed to:
•
convey to all staff the department’s approach in delivering obligations which relate to the Corporate Plan
•
discuss key strategic imperatives intended to link objectives and help drive focus
•
provide guiding methodologies and principles that are central to how we achieve success
Imperative 2
specify a profile of what each branch does and how they do it
Imperative 3
•
• discuss stated objectives and describe what success looks like
• discuss challenges facing the department in moving forward
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At its core, this plan is no more, or less than intelligent thinking about our business divided into the following three key imperatives:
Infrastructure Services Department Plan (2015 - 2017)
Imperative 1
Strategy – relates to alignment of our resources and capabilities
Structure – relates to our roles, responsibilities and accountability relationships
Systems – relates to the business and technical infrastructure needed to accomplish our aims and goals.
OVER-ARCHING OBJECTIVES Sustainability
Department/Corporate support approach
PERFORMANCE AND EFFICIENCY
WORKFORCE DEVELOPMENT
OPERATING PRINCIPLES
STRUCTURE
Regional/Local Technology as a key change enabler
STAYING CONNECTED WITH OUR COMMUNITY
SYSTEMS
KEY IMPERATIVES
STRATEGY
LEADING ASSET AND SERVICE MANAGEMENT
Virtual teams/seamless managed operations Place Managers (at all levels) Project delivery method: focus on a cradle to grave approach Asset and Service Management Frameworks Asset Custodians and Asset Stewards Safety in everything we do
TECHNOLOGICAL TRANSFORMATION
Diagram 1: The Plan at a Glance Three Key Imperatives Five Objectives Ten Operating Principles
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Our Vision
Sunshine Coast Council’s aspirational vision is to be Australia’s most sustainable region -
vibrant, green and diverse.
Infrastructure Services provides the physical connections that underpin the functioning and the wellbeing of the community to support the vision, through delivering, operating and maintaining infrastructure in the built and natural environment including roads, drainage systems, canals, parks, waterways, bushlands, lakes, beaches, waste and resources management and disaster management.
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Overarching Objectives The department’s five objectives are intended to provide a clear forward-looking focus on areas of achievement and deliver on our obligations as they relate to the Corporate Plan. The five objectives are linked to the department’s Strategy, Structure and Systems.
Objective1 : Leading Asset and Service Management Continue to deliver effective Asset and Service Management through a whole-of-life investment. A sustainable approach ensures that we meet the needs of the present without compromising the ability to sustain the needs of the future for example natural systems and values. This approach encompasses, design, construction, commissioning, operating, maintaining, repairing, modifying, decommissioning/disposal, and replacement, through the use of a blend of staff and specialist contractors
Objective 2: Performance and Efficiency Continue embedding principles of continual improvement into our workforce through a mindset of “performance matters”, achieved through the simultaneous delivery of three key elements - quality of products and services, outstanding customer value, and sound financial performance.
Objective 3: Staying Connected with Our Community Continue to stay connected and engage regularly with our community to better design and deliver our services.
Objective 4: Workforce Development Continue to take a multi-faceted approach to workplace planning and development, to ensure that the department has the right number of people and skilled contractors, with the necessary knowledge and skills to meet business objectives now, and in the future.
Objective 5: Technological Transformation Continue implementing evolving technology solutions to improve operational efficiency, boost productivity and deliver better value services to the community.
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Core Operating Principles – how we operate? Our operating principles have evolved to reflect our changing environment and were developed to give our objectives meaning, the core of these principles in action remain the same. Sustainability Sustainability principles are built into all we seek to do. An ongoing focus on reducing our carbon footprint, a no environmental net loss approach in our capital and operational delivery, recycling and clever design is part of what we do daily. Regional/Local “Think Regional/Act Local” is the catch-cry that we need to empower all staff with, to provide ongoing great service in local precincts and localities, and to foster and encourage innovation and efficiencies across the region.
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Department / Corporate support approach Each branch is supported by the Directorate in setting directions and monitoring performance of systems, projects and general performance outcomes. This is underpinned by the corporate support areas. It is vitally important that any internal support areas act to value add, not duplicate other corporate or department support functions. Virtual teams/seamless managed operations While the department appears as a vertically integrated structure, this is on paper only, and it is intended that the department operate seamlessly, with integrated teams established across branches and corporate lines, based on strong professional and personal relationships between staff, to provide continuity and a whole of organisation approach to service and project delivery.
Technology as a key change enabler
Place Managers (at all levels)
Ever changing information technology devices, systems and network connectivity, together with reduced costs are creating unprecedented opportunities to examine and change business practices and service delivery models, and will flow through to the spaces we occupy, our speed and quality of responses to create more efficient and relevant services to the community.
Infrastructure Services Department has acted to appoint Precinct Coordinators for our key high profile areas (as an adjunct to existing positions). We also ask staff at all levels to take on the role of “place managers”, whether for a set of local parks and bushlands reserves, or for areas of roadways. This is essential to continue the strong sense of ownership and care for our assets, and will be a key strategy for future success.
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Project delivery methods: focus on a cradle to grave approach Within the new structure, a specialised Project Delivery Branch has been established. This branch will be responsible for the compilation of the ten year capital works program, and the coordination and delivery of all projects to provide ‘cradle to grave’ project management, and will provide a focus on total program delivery within budget and time constraints. It is important to note that each of the expert functional branches will continue to act as the asset owner and will be responsible for the identification, prioritisation and design development of their projects. The Project Delivery Branch will act as the “broker” of all projects, and will promote a multidisciplinary approach that sources support from other expert areas to deliver a total solution, not just a functional one. Asset and Service Management Frameworks Total asset and service management planning and delivery is a corporate initiative in which the department takes the lead role to actively support and deliver plans and outcomes. The Asset and Service Management plans set our standard of service, our community obligations and asset needs. They inform future budget development and ensure that IS remains focused on the delivery of services to our community.
Asset Custodians and Asset Stewards The branch managers and key coordinators act as the people with “the passion to make it happen”, i.e. as the asset owners (or “custodians”), or as the set asset operators (or “stewards”). The custodians take a long term view of the strategic needs of an asset group, and advocate to council and the organisation to support the asset needs through effective asset and service management practices. This will be where the buck stops ultimately for the standards of assets and services. The asset stewards look after the day to day running of the assets and make sure the service levels are specified, achievable and met. The IS “Asset Matrix” is the tool that defines which branch looks after which assets and is subject to ongoing review and dialogue .
Safety in everything we do Our leadership team is dedicated to maintaining a culture of safety by promoting policies, procedures and regular training that instils employees with the awareness, ability and goal of upholding our safety standards. Maintaining a culture of safety for the protection and well-being of employees, clients, communities and the environment is our number one goal. Staff are serious in taking responsibility to ensure their health and well-being.
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Our Values
Five core values have been developed to more clearly define what exactly the organisation’s culture is:
Respect for each other, being our best, working as one team, high standards, service excellence.
These values should be reflected in everything we do and every interaction we make. Our core values shape our culture, guide us on how we behave and make decisions and most importantly define the character of the organisation.
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Respect for each other in our working relationships
Working collaboratively with honesty, trust and mutual support Listening to understand other points of view Valuing individual differences, ideas, opinions and diversity Building strong partnerships both within and outside the organisation Communicating openly, respectfully and regularly
Being our best by continuing Taking personal responsibility for our ongoing improvement, learning and to learn, grow, challenge and change
development and creating a great place to work
Being responsible and accountable for our own actions Encouraging new ways of working and innovative ideas Making health, safety and well-being a priority Celebrating both individual efforts and shared achievements
Working as one team
across the organisation and with our community
Collaborating to share ideas, solve problems and achieve results Building teams involving our colleagues and community Providing clear direction and practical support Being respectful in our communications and team approach Being cooperative, productive team members who are prepared to contribute
High standards in
our conduct, service and governance
Conducting ourselves ethically and professionally Ensuring integrity is at the heart of all we do Making decisions based on complete information and supporting employees to implement these decisions Inspiring a sense of purpose and direction
Service excellence to our customers and each other
Delivering our promises Being clear and timely in our communication Taking responsibility for assisting our customers Providing services fairly, promptly and respectfully Creating positive customer experiences
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About the Department
Who we are partnerships with the private sector and, importantly, our community. The department has a strong focus on serving the needs of our local communities and undertakes this twenty four hours a day, seven days a week.
Infrastructure Services Department is responsible for the programming, delivery, operations and maintenance of council’s infrastructure, both the built and the natural environment. It encompasses all civil, recreational and ecological infrastructure including, roads, drainage systems, canals, parks, as well as the pristine ‘natural’ assets such as waterways, bushlands, lakes and beaches. The department delivers services and projects through a combination of internal staff, consultants and contractors, and through
Our People Perm Full time staff
Service Activity 528
Perm PT / Max term / casuals / trainees Agency labour (see note1) Total Staff 1Varies month to month depending on workload and vacancy levels
32
Number of Customer Requests per annum
41
Area of park mown / slashed
1,191.5 ha
601
Length of roads resealed per annum
61 km average
Number of volunteers in our environmental programs Number of garbage collections domestic and commercial per annum
Note: these statistics are current as at April 2015
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54,000+
approx. 909
(through 46 groups + 806 private landholders)
8.3 million
What we do across all infrastructure delivery, operations and maintenance functions. We see emerging information technology, mobile computing and connected networks as a key driver of productivity gains, but can never lose sight of the need for people to connect with and work with other people to deliver true synergies and innovation.
Infrastructure Services acts as council’s delivery arm and fills the role as council’s asset custodian (or owner) and can be seen as the group ultimately accountable for delivering and maintaining high quality assets and associated services on behalf of the community. IS also has a crucial role to play in emergency management response, coordination and community support along with providing waste management and resource recovery services and programs.
With the large number of services that we carry out, it is our obligation to the community that we carry out reviews and alterations to delivery models and methodologies, capturing the essence of our services and refining our way forward.
Further refinement of the Infrastructure Services Department Plan will continue to occur in order to improve organisational synergies and explore opportunities for productivity gains
Built Assets Length of roads (sealed) Length of roads (unsealed)
Parks, Natural Reserves and Waterways 2,370 km 601 km
Length of pathways
1,168 km
Length of stormwater pipe network
1,131km
Number of bridges
448
Number of buildings
211
Number of public amenities
169
Total number & area of park /reserves 1,021 @ 802 ha Number & area of recreation parks
461 @523.3 ha
Number & area of landscape & amenity reserves
560 @ 278.7 ha
Number and area of constructed water bodies (includes canals and artifical lakes Number of Beach Accesses Length of waterways
Note: these statistics are current as at April 2015
153 @ 477 ha
257 over 130 km of coastline >3,700 km
Length of beaches
approx. 60 km
Length of coastline
130 km
Number and area of environmental reserves (includes natural amenity areas, bushland reserves, dune systems and riparian areas )
530 @ 5480ha
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The Department Structure The department’s organisational structure provides a cross-sectional overview of the relationships between staff and the branches/ units that create services or products. Infrastructure Services structure is shown as both vertical reporting relationships and horizontal functional responsibilities (refer Appendix 1).
Directorate The directorate office encompasses key personnel which provide specialist support across the department. This includes Executive Support, Disaster Management Coordination and Integration and Improvement initiatives. A key focus of the directorate is the strong relationship with other corporate branches, such as Human Resources, Information Communication Technology Services and Finance & Business Performance Branches and the role is to partner with and value add to, not duplicate the internal service providers support. Executive Support The Director’s Executive Support provides a high level of confidential secretarial and administrative support to the Director and oversees the administration function of the department. Ensuing effective political
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relationships are maintained with council support staff is a key aspect of Executive Support. Additionally an oversight role to the managers assistant team is provided which provides advice, direction and coordination of responses intended to create strong working relationships. Integration and Improvement Unit The focus for this team is to coordinate and drive departmental initiatives and innovations, and acts to establish consistent systems and processes, provide business analysis and evaluation and support to assist branches to progress to a higher level of performance and efficiency. The team is responsible for a range of functions including: Business performance monitoring, reporting and KPI requirements, coordination of business planning and reporting, business case evaluations, customer contact liaison and support to ensure consistent processes, lead role in facilitating change management and business improvement initiatives and reviews; coordinates and administers the department’s Integrated Quality Management System, including coordination of the development
of departmental policies, procedures and directives to provide consistency in operations and standards, coordination and contribution to the ongoing development and maintenance of departmental web content and provide quality assurance to departmental business teams in regard to web content, layout, graphic manipulation and editing content in accordance with council’s guidelines and acts to take a lead role in the coordination of whole of department responses and solutions to cross branch issues. Disaster Management Unit The Disaster Management Unit takes a lead role in Disaster Management Coordination for the Sunshine Coast region, and for whole of Council Emergency Operations including training, exercise support and disaster event support. The unit administers all facets of councils obligations under the Queensland Disaster Management Act, including coordination and support for the Local Disaster Management Group (LDMG) and associated LDMG sub groups. The unit provides essential support for the operations of eight State Emergency Service units across the region, develops and updates the Local Disaster Management Plan, and works closely with the Local Disaster Coordinator to fulfil statutory obligations relating to Disaster
Management. The unit activates the Local Disaster Management Group, Local Disaster Management Plan, Local Disaster Coordination Centre and the Field Coordination Centre to ensure a coordinated response to any disaster event. The unit also plays a key role in the before, during and after phases of a disaster, aiming to build council capacity and capability for disaster events, including the building of community resilience to ensure our communities are better prepared for disaster events.
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Project Delivery Branch This branch is responsible for the compilation of the ten year capital works program, and the coordination and delivery of all capital projects (other than minor works projects) to provide ‘cradle to grave’ project management, and will provide a focus on total program delivery within budget and time constraints. The branch will take a lead role in community and councillor coordination, and for implementing reviews, controls, measures and reporting systems to ensure and demonstrate value for money outcomes in all facets of project delivery.
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services and advice including legislative compliance, sustainability and erosion/sediment management services. The branch is spilt into four key units:
It is important though to note that each of the expert functional branches will continue to act as the asset owner and will be responsible for the identification, prioritisation and design development of their assigned projects.
Major Projects The expert unit that advocates and delivers major projects on a whole of council basis. This unit is also responsible for the delivery of all buildings and facilities capital work projects, for the Property Management Branch. The unit will engage with the Property Management Branch to procure design scopes for delivery, along with other major project client branches (such as Environmental Operations, Waste & Resource Management, Airport etc.), and will be the holder of the capital budget for all such projects and be responsible for total delivery outcomes.
The Project Delivery Branch will act as the “broker” of all projects, and will promote a multidisciplinary approach that sources support from other expert areas to deliver a total solution, not just a functional one. It also provides expert advice and establishes contract management systems and training for staff in other branches. This branch also provides technical environmental support
Asset Management & Capital Planning Coordinates the development of key corporate initiatives such as total asset management plans, service/operational plans and annual and ten year future capital works programs. This unit has a strong inter-departmental role to progress these initiatives, particularly with Corporate Services and Regional Strategy & Planning Departments and is required to create
Infrastructure Services Department Plan (2015 - 2017)
integrated teams across all areas to progress these initiatives. Recreation Project Delivery This unit provides expert support (internally or through managing external parties) to deliver showcase landscape projects for construction and to enable efficient project management across the region for all parks and urban landscape projects. The unit will engage with the Parks Design Team to procure designs for delivery and will be the holder of the capital budget for all parks programs and responsible for total delivery outcomes. Civil Project Delivery This unit provides expert support (internally or through managing external parties) to deliver engineering projects for construction and to enable the efficient project management across the region for all civil, streetscapes, roads, drainage and bridge construction projects. The unit will engage with the Transport Infrastructure Design Team to procure designs for delivery and will be the holder of the capital budget for all transport, drainage and bridges programs and responsible for total delivery outcomes.
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Civil Asset Management Branch The role of Civil Asset Management Branch is to provide high level maintenance, construction and asset management services for all road and related infrastructure assets (pavements, bridges, drainage, pathways and street furniture). Continuous performance improvement through leadership and employee engagement is a critical focus of the group. The branch provides construction and maintenance services through two primary delivery modes - a direct field workforce and external contractors. Key business functions of the branch include: • Operations and maintenance of all roads and stormwater drainage infrastructure.
Exemplary customer service is a keystone across the branch underpinned by a culture of continuous improvement. The branch is spilt into four key units:
Asset Strategy
The over-arching focus of this unit is the strategic maintenance planning for the whole of operating cycle for infrastructure assets. The objective is to determine maintenance inputs, intervention levels, service levels and standards that result in optimal investment profiles over the asset operating life.
• Developing and implementing regular maintenance programs for critical assets and to maintain standards defined by the Service Level Plans and as approved by council
From this, strategies will be created and implemented that address any gaps between optimal and actual inputs.
• Construction coordination, programming and delivery of the allocated major civil capital works program in conjunction with the Project Delivery Branch
Key to the successful strategic asset management deliverables will be:
• Coordination, programming and delivery of the major reseal and rehabilitation program.
• A robust condition monitoring program that suitably informs routine maintenance and renewal programs as well as the overall effectiveness and success of the strategies
• Control of activities in the road reserve including road closure approvals for customer and service authorities. • Contract management and delivery. • Plant usage and personnel resource management. • Coordination of the Natural Disaster Relief Recovery Arrangement submissions to Queensland Reconstruction Authority for reimbursement of expenditure through the State Government.
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The branch has an important strategic asset management role in optimising the investment profile over the operating life of the network.
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• Strengthening and maintaining asset management systems
• Skills development and retention within the unit The unit also provides input into the development of the total asset management plans, and annual and future capital works programs to other stakeholders within Infrastructure Services. This unit has a strong inter-departmental role to progress these initiatives, particularly with the Finance & Business Department. The unit submits
ten year capital programs for the asset replacement of key assets.
Maintenance Delivery
This unit delivers a wide range of operational and maintenance services to provide high functioning civil assets primarily through the use of a direct labour field based workforce.. The unit’s services originate from four major depots to effectively cover the region and maintain and service the vast range of roads (sealed and unsealed), drainage systems, roadside furniture and other assets within the region, as well as providing a high level of customer service for local issues. Key to the ongoing success of the unit are: • A constant focus on high level customer service and care • Expert tactical planning and deployment logistics • High level data management and analysis to inform performance level KPIs • Promoting a uniform culture and practices • Advancing the use of mobile technology and remote deployment • Effective leadership and engagement.
Construction Delivery
• A mature commercial culture in the approach to construction delivery • High level project management capabilities.
Business Development
This unit has two key deliverables - the management of external services contracts and the development of a vision and strategy for the future service delivery mode of the branch. The contract management team acts as a specialist for contract and tender preparation, contract delivery and contract supervision and management of a range of outsourced services. It also has responsibility for the delivery of the annual road reseal and rehabilitation program. It is anticipated that over time the quantum and scope of external contracts will increase as new development assets are managed through direct contracts for routine services. The strategic component of this unit is to develop a 5-10 year vision of the delivery mode for the whole branch and progress strategies for the achievement of that vision. This will involve, collaboration with all stakeholders: • Creating a vision for a highly integrated multi delivery mode service provider
This unit provides construction services to assist in the delivery of council’s civil capital works programs. The unit provides construction management services combined with effective direct labour and contract services in the delivery of capital works.
• Reviewing all functions and activities for best fit of delivery mode
Key inputs essential for the success of the unit are:
• Developing implementation plans and implementing across the branch
• High level client relationship management in a collaborative framework • Maintaining relevant and effective performance metrics and benchmarking
• Identifying opportunities for further right-sourcing through expert analysis and business case development
• Reviewing the procurement and contract management model and develop opportunities for improvement through packaging, alliancing, partnering and rolling programs.
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Fleet & Quarry Services Branch
The intent of the Fleet & Quarry Services Branch is to foster effective partnerships with clients by providing cost-effective Fleet and Quarry Management solutions and to provide expert advice in fleet and quarry products and services provided to meet client’s needs. The branch is split into two units, Fleet Services and Quarry Services and their roles are defined as follows; Fleet Services This team is responsible for the maintenance and management of council’s diverse range of fleet assets from purchase to disposal. These assets are supplemented by a number of supply arrangements to ensure the branches ability to meet the varied requirements of individual projects and teams. Fleet Services provides service through the Fleet Administration team and the Operations and Procurement team and their responsibilities are as follows; Fleet Administration This team provides administrative support to the Fleet Services Unit while coordinating a
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Infrastructure Services Department Plan (2015 - 2017)
number of key unit functions including: • Fleet Hire - Engaging suppliers of plant, equipment, trucks and vehicles through supply arrangements to meet client’s needs. • Fleet Insurance – Coordinating the repair of accident damage through liaising with staff, repairers and the insurer to provide the most cost effective solution to council. • Fleet Training – Maintaining plant operator’s skills through initial formal training and skill improvement training to ensure legislative compliance and operator safety. Operations and Procurement This team is responsible for the purchase or lease of suitable vehicles, trucks, construction equipment, small plant and fuel supply arrangement ensuring the customers’ needs are met whilst obtaining the most efficient whole of life cost. Products and services are procured through the use of quotations, tenders and other supply arrangements. This team also provides direct customer services through the; • Mechanical Response Team - This team provides office based initial advice to clients in relation to plant, equipment, truck and
vehicle break down. Facilitate all scheduled servicing through supplier/client liaison to obtain the best value and service. • Metal Fabrication Team- In house fabrication capability as well as provision to carry out repairs to existing assets both in house and on site as required.
• Crushing Plant- produces a range of products to suit client’s requirements. These products are produced with both Basalt and Rhyolite base material.
Quarry Services Quarry services operate two quarry sites at Dulong and Image Flat to produce a variety of products for both internal and external supply. The goal of the unit is to be the primary provider of the majority of council quarry and asphalt materials. This includes ongoing review of all facets of operations and engaging with clients to service their needs. The products are produced based on the needs of the market utilising lab facilities to ensure the product is as ordered and of the highest quality. Quarry Services operate three production plants. • Asphalt Plant - supplies asphalt to council’s capital reseal program and external clients. The asphalt plant has the capacity to produce one hundred tonnes per hour continuously. • Pugmill Plant- the Pugmill plant has the capacity to produce a variety of blended road construction products for both internal and external clients.
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Environmental Operations Branch
The Environmental Operations Branch is responsible for the preservation, management and enhancement of council’s diverse range of environmental and recreational assets, including bushland reserves, natural waterways, lakes and canals, beach and dunal systems and, in partnership with our community, the rich biodiversity of the Sunshine Coasts’ landscapes. The branch has direct linkages to the Parks & Gardens Branch working closely together to ensure coordinated and complementary open space management programs and service levels are implemented. The primary focus of the branch is to manage and prioritise key imperatives and propose specific interventions within the environmental landscape to fit council’s overall objectives. The branch plays an active role within council, liaising with other units that set policy and programs, as well as with the community to maintain and deliver high quality environmental outcomes. To this end, the branch actively partners with the Environment and Sustainability Policy Branch (ESPB) within the Regional Strategy & Planning Department. This ensures effective continuity
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between policy and strategy development with tactical and operational programing and delivery for the suite of council’s environmental management programs. The branch also works in partnership with ESPB in the development of the Environment Levy Program for council’s consideration and endorsement. The branch also takes an asset management role for the contributed natural assets that council currently owns and will receive from developers in the future, including built wetland and lake systems, waterways, bushland reserves and recreation trails. Key business functions of the branch include: • Tactical planning, service planning, maintenance and intervention for the bushlands, waterways and other natural assets to meet legislative and internal service levels. • Development and management of environmental education and recreation centres that include Mary Cairncross Scenic Reserve, the Maroochy Regional Bushland Botanical Gardens and Bli Bli Wetlands. • Construction and maintenance of an active trails network across the region. • Implementation of participatory community engagement for conservation program delivery.
• Active engagement with landholders to preserve remnant natural assets through land for wildlife, conservation agreements, grants and partnerships and other mechanisms. Tactical planning and maintenance of foreshores, coast structures, and canal systems. • Provision of expert advice to council, internal units and the community. The branch is spilt into three key units: Community Catchment Partnerships This unit takes a lead role in engaging and supporting land holders to implement council’s private land conservation protection strategies and initiatives. The unit also facilitates active community conservation volunteer programs to assist council in protecting and enhancing natural assets located on council managed lands. The unit also plans and provides a range of integrated catchment management programs (such as bank stabilisation, targeted erosion and sediment management, water quality monitoring and waterway inspections) and ongoing maintenance services to manage and revegetate our natural waterways.
the Turtle Care Program as well as habitat condition assessments) along with ongoing maintenance services to manage and enhance council’s natural reserves network. The unit also manages the bushland trail network and environmental education facilities across the region. Coastal, Constructed Water Bodies & Planning This unit takes on the operational management role for coastal protection assets (built and natural) as well as canal systems, inherited artificial wetland and lake systems. In addition, the unit also coordinates capital work in regards to foreshores and canals across the region. This team is also responsible for the coordination of business and service planning for the branch. Tasks include budget development, financial performance analysis, service profile development and whole of branch reviews and projects.
Natural Areas This unit provides the full range of planning and management programs (such as fire management, wildlife management, including
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Parks & Gardens Branch
Parks & Gardens Branch is responsible for the care, management and operation of a comprehensive network of public open space and recreational areas which have been established for active and passive recreation for the community, and the preservation of the natural features of landscape and environment along the Sunshine Coast, largely within the urban environment. The responsibility entails the following functions: • Parks, gardens, sports field maintenance and operational services. • The design and delivery of high quality urban parks, recreational assets (such as trails, playgrounds, cycle-ways) and landscapes. • The master planning, delivery and operations of urban and rural streetscapes and recreational areas. • Planting and maintenance of our urban tree scapes across the region. • Care and maintenance of open space assets such as playgrounds, shelters, park lighting, fencing etc. • Provision of expert horticultural advice and assistance to council and the community. • Partnerships with the community, other
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Infrastructure Services Department Plan (2015 - 2017)
government departments and industry. Key business functions of the branch include: • Capital works planning and design for recreational parks, gardens, natural areas, waterside open space, urban and rural streetscapes, open space tree resources and related assets. • Operations and maintenance of parks, streetscapes and beach assets to legislative and internal service levels. • Contract management of park related horticultural, arboricultural and cleansing activities and streetsweeping. • Proactive and reactive tree maintenance services to road reserves and recreational parks. • Park management. Park management provides strategic management for the whole of Parks & Gardens, including operational and quarterly reporting, parks technical direction, operational planning, policy and specifications formulation.
The branch is spilt into three key units: Parks Operations & Contracts Caloundra, Landsborough This unit provides a wide range of parks operational and horticultural services to provide high quality landscapes. The unit is established around the two major southern depots to effectively cover the southern region, and maintains and services the vast range of recreational parks, streetscapes and both built and natural assets within the region.The unit also has a specialist focus on providing contract management of horticultural landscaping and cleaning services for the entire parks region.
unit also has a specialist focus on providing arboriculture services across the entire parks region. Landscape Design Planning This unit consists of the Landscape and Urban Design Team who provides expert design support (internally or through managing external parties) to deliver outstanding landscape designs for construction. This includes the formulation of the 10 year capital works program and associated scoping and design. The unit acts as an expert unit in setting standards and liaising with other units across council to deliver high quality place outcomes. This unit also provides open space coordination and asset management to the Parks & Gardens Branch.
Parks Operations & Arboriculture Nambour, Maroochydore This unit provides a wide range of parks operational and horticultural services to provide high quality landscapes. The unit is established around the two major northern depots to effectively cover the northern region, and maintains and services the vast range of recreational parks, streetscapes and both built and natural assets within the region. The
Infrastructure Services Department Plan (2015 - 2017)
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Transport Infrastructure Management Branch
The Transport Infrastructure Management Branch is responsible for providing expert solutions and products to facilitate the ongoing management of our civil assets and associated services. The branch will take a service outcome focus in deriving solutions that may then be delivered through assets, operations or combinations of the two to satisfy the specific need or council policy/direction. Delivering high quality engineering and place outcomes for the network of council civil assets (roads, drainage, traffic systems, footpaths, cycle-ways, public transport infrastructure), and acting as the asset custodian for all civil assets, the branch provides the Infrastructure Services Department with a specialist engineering capability that designs consistent, safe and effective assets and services to the community. The core business functions of the branch are: • Provide specialist engineering design services for key civil and transportation capital work projects. to deliver the allocated capital program and support other units.
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and solutions to assist the community. • Undertake investigations, propose solutions, advise community and report to council on engineering/infrastructure issues. • Interface with all major utilities, set standards and coordinate activities in the road reservations. • Management of smart city technology assets including streetlighting systems. • Implementing Integrated Transport Systems and initiatives to support the corporate direction, including active engagement with the community to facilitate behavioural change and mode shifts. • Manage the drainage systems and design and develop solutions for flooding and to enhance water quality outcomes in an urban environment. • Develop place making/engineering standards and processes, training and awareness programs to ensure that assets developed, externally or within council, deliver quality products and enhance a sense of place. • Capital works investigation, planning and scoping for new and augmented roads, stormwater drainage systems, bridges and pathways.
• Provide survey and data management and investigation services.
• Implement equitable access in all aspects of designs (for Disability Discrimination Act compliance, cycling, pedestrian movement, etc.).
• Provide expert traffic management advice
The branch is spilt into four key units:
Infrastructure Services Department Plan (2015 - 2017)
Traffic and Transportation This unit has a lead role in the implementation of the council’s Integrated Transport Strategy Action Plan, and is an active member in developing the strategy. This includes the establishment and delivery of integrated initiatives and behavioural change programs, as well as in the scoping and planning of specific infrastructure. Whilst there is some undertaken by Traffic and Transportation there is also some undertaken by Asset Management to deliver determined objectives. The unit also manages traffic engineering advice and operations and provides integrated solutions. This unit is also active in parking management solutions and coordination of traffic signals. Asset Management This unit incorporates the data management and survey services to all of council.. The unit takes a lead role in investigations and solutions, and also deals with the public utilities such as Telstra, Energex and Unitywater, and coordinates street and lighting management and requests. Along with development of future road infrastructure capital works programs and scopes for future design and delivery by other units. Design Services This unit acts as the expert unit to scope, advocate and design all capital, transport, road
and drainage projects. The unit compiles and submits the forward five to ten year transport programs within the capital program in consultation with other units across council. The unit also acts as the expert in setting standards and liaising with other units across council to set standards for urban/street projects and provide design oversight to deliver high quality place outcomes. Provides expert advice and participates in the departments Integrated Project Delivery Team. Also provides expert design support (internally or through managing external parties) to deliver engineering designs for construction. Water Management & Drainage Services This unit takes on the asset management and operational management role for the flooding and drainage system assets and will develop programs to provide solutions to current problems with regard to draining and water quality. The unit has strong liaison with the Infrastructure Planning Branch to implement drainage master plans. The unit has a strong focus on customer request investigation, and solution development, along with the development of future works programs and scopes for future design and delivery by other units. Water Management & Drainage Services is responsible for the Stormwater Asset Management Plan.
Infrastructure Services Department Plan (2015 - 2017)
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Waste & Resources Management Branch
The Waste & Resources Management Branch is a Type 2 business unit of council which provides a number of services to both the council and community in the area of waste management. The branches focus is on resource conservation while retaining a statutory responsibility for compliance, both in operations and within the National Competition Policy framework. The primary functions of the branch are: • The collection, recycling and disposal of solid waste from residential and commercial premises, and liquid waste contained in holding tanks located in non sewered areas. • Provision and management of waste disposal facilities and resource recovery facilities. • Strategic planning for the provision of waste services and infrastructure. • The conduct of an ongoing education program to minimise wastage and conserve valuable resources. • An advocacy role in supporting and representing council with State and Federal Governments and the private sector in waste management.
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Infrastructure Services Department Plan (2015 - 2017)
• Undertaking entrepreneurial activities within the context of the business, to ultimately provide a benefit to the ratepayers. The branch is spilt into three key units: Business Operations This unit develops the 30 year financial model providing current and future cash flow requirements for the annual budget development. The unit maintains the core systems to support the functions of the branch and takes an active corporate partnering role to secure the necessary support services (both human services and information technology). This unit also runs the quality control, asset system management and compliance programs in order to ensure that all assets and services are managed within the required legislative and National Competiton Policy constraints. The unit takes the lead role in developing the waste management strategy and also compiles the forward five to ten year capital program for waste. Collection Services The unit takes a lead role in the setting of standards for customer service and management of the contracts for the collection of all forms of domestic and commercial waste and recycling of kerbside collected recyclable material. This unit also coordinates the
delivery of community and business education programs. Recovery, Diversion & Disposal This unit manages the active major waste assets (landfills, transfer stations and tip shops). The unit will also implement initiatives as determined from the strategy to encourage greater diversion, recovery and re-use of waste products, with both a commercial and social focus. The unit acts as the expert to scope, advocate and plan all physical works for the various landfill and waste management assets, as well as develop innovative contract arrangements for future delivery of the core services.
Infrastructure Services Department Plan (2015 - 2017)
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Linking Value Creation to Objectives Following a high-level analysis of branch strategic direction statements, branch plans and service delivery models, five key department objectives were developed. These five objectives are intended to clearly articulate to Infrastructure Services staff how these objectives translate into goals and create value to not only the organisation but the community. Both essential elements in building a positive future.
Objective 1: Leading Asset and Service Management Objective 2: Performance and Efficiency Objective 3: Staying Connected with our Community Objective 4: Workforce Development Objective 5 : Technological Transformation
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Infrastructure Services Department Plan (2015 - 2017)
Objectives
Value creating through:
Goals
Objective 1: Leading Asset and Service Management
• Stronger governance and accountability.
Develop advanced Total asset management plans
Continue to deliver effective Asset and Service Management through a whole-of-life investment. A sustainable approach ensures that we meet the needs of the present without compromising the ability to sustain the needs of the future for example natural systems and values. This approach encompasses, design, construction, commissioning, operating, maintaining, repairing, modifying, decommissioning/disposal, and replacement, through the use of a blend of staff and specialist contractors
• Ability to make more sustainable decisions.
10 year capital program aligning with long term financial plan
• Enhance customer service from assets.
Whole of life costing for all asset classes
Objective 2: Performance and Efficiency
• Performance visibility, including a well-designed performance dashboard which provides key service level measures and indicators of performance
Continue embedding principles of continual improvement into our workforce through a mindset that performance matters, achieved through the simultaneous delivery of three elements - quality of products and services, outstanding customer value, and sound financial performance.
• Effective risk management. • Improved financial efficiency and financial sustainability.
Continue to stay connected and engage regularly with our community to better design and deliver our services.
Improved operational and maintenance programs Development /refinement and monitoring of service standards and service level plans
Development of a department centric dashboard reportal Customer satisfaction surveys Meeting compliance requirements including legislative and regulatory
• Develop performance systems, kpi’s and benchmarks that manages staff and contractors equally.
Branch Strategic Statements designed to inform yearly branch plans
• Ability to build deeper connections with our community through the management of customer requests across in/out-bound channels • Process efficiency, including well established processes to support all areas of the department
Objective 3: Staying Connected with Our Community
Meeting community levels of service
Develop and review Quality processes and procedures for all activities Annual benchmarking against industry best practice standards
• Foster social inclusion contributing to building community capacity
Better informed service improvements and delivery
• Cultivate a sense of place through branding, promoting and enhancing local identity and promoting social cohesion.
Better informed community
• Ability to deliver cost effective, equitable and efficient services which reflect community needs • Motivate public participation in decision-making and plan-making through effective community consultation • Engage with other spheres of government to represent and advocate the needs of their communities
More inclusive decision making Greater Social Cohesion Opportunities to leverage community skills and resources for broader benefit.
Infrastructure Services Department Plan (2015 - 2017)
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Objectives
Value creating through:
Goals
Objective 4: Workforce Development
• Support employees to perform at their best and deliver great customer service to the organisation and the community
Partner with the HR Branch to support:
Continue to take a multi-faceted approach to workplace planning and development, to ensure that the department has the right number of people, with the necessary knowledge and skills to meet business objectives now, and in the future.
• Actively partner with HR Branch to ensure contemporary and customised delivery of projects and services
Leadership development through a customised in-house program – Our Transformation and Identity
Integrated approaches to implementation of an increased • Better use of HR business mobile workforce to ensure effective intelligence to shape the workforce communication and support (insight metrics) mechanisms are in place to support • Professional development of staff to mobile workers and virtual teams improve productivity and add value Young IS employee engagement, • Implement a range of programs to retention and knowledge address skill gaps, young leaders management and succession pathways Professional development through • Effective safety management rotation programs for targeted IS practices and cultures employee groups to encourage communication and skills transfer Women in non-traditional roles Participate in the corporate performance management processes to maintain active engagement with IS employees and invest in learning and development to support professional and skills development Adopt contemporary approaches to attract, recruit and retain talented employees Ongoing review and refinement of our safety messaging and management
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Infrastructure Services Department Plan (2015 - 2017)
Objectives
Value creating through:
Goals
Objective 5: Technological Transformation
• Application rationalisation, simplification and integration
Implementation of 7 game changers from the IS Enabling Strategy V2
Continue implementing evolving technology solutions to improve operational efficiency, boost productivity and deliver better value services to the community.
• A collaborative and empowered workforce
Better connectivity with interested parties
• Better decision making • Seamless delivery of services through breaking down silos and archaic systems. • Providing a clear understanding of what define a contemporary mobile worker
A well rounded workforce who have the ability to collaborate, negotiate, communicate and make sound judgements Development of a Mobile Worker Guideline Improved service levels Establishing the job dispatch centre model
Infrastructure Services Department Plan (2015 - 2017)
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Our Challenges Delivering local government service is big business which costs billions of dollars to deliver. Making an honest assessment of the challenges that we are currently facing is important to ensure we are proactively managing these challenges if we are to continue building a department which is sustainable, efficient, effective and responsive to the community we serve.
Workforce Planning and Development
Demand For Services
The public we serve are demanding more and better services, conversely at the same time they are willing to participate, debate and act. Only through maintaining a parallel between engagement and planning will we be able to better inform both delivery and design of council service.
Growing demand for the department’s services will continue to create challenges in terms of maintaining levels of service on both current infrastructure and new infrastructure. According to Regional Development Australia, State of Region 2012-31 - strong population growth indicates that the Sunshine Coast is one of the fastest growing regions in Australia.
Technology Developments Technology developments are occurring faster than we could ever have imagined and this is significantly changing the way we work. We are relaying more and more on technology to innovate and manage our daily work, however success lies in the ability, knowledge and skills of our people.
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Infrastructure Services Department Plan (2015 - 2017)
Attracting, recruiting and retaining a large mutlidiscipline workforce presents challenges as the labour market in Australia is characterised by an ageing workforce, technological change, and skills shortages. Through the ongoing review and realignment of business models we will be able to cope with these complexities.
Community Engagement and Planning
In business today we are confronted with rapid change, uncertainty and increasing complexity. Infrastructure Services Department has built a solid reputation of success on being a nimble workforce that can turn challenges into new opportunities, consequently resulting in creating and delivering value to customers. This plan seeks to build upon our strengths and continue to improve our performance to best serve our community.
2647 Coordinator Quarry Services Matt Bradley
1104 Coord Construction Delivery Steve Gregoriou
2476 Coordinator Asset Strategy Tim Letchford
1107 Coord Maintenance Delivery Mark Hayes
2483 Coord Business Development Lisa Devine
1014 Manager Fleet & Quarry Svcs Kev Jones
1015 Manager Civil Asset Management Tony McDougall
1113 Coord Park Ops & Arboriculture Michael Hunt
1114 Coord Landscape Design Plann Kerrie White
1112 Coord Parks Ops & Contracts Nick Coluccio
1017 Manager Parks & Gardens Mark Presswell
1215 Coord Waste Diversion/Disposal Alex Patissier
4702 Coord Collection Services Garry Reeve
2062 Coordinator Natural Areas Mgmt Peter Nagel
1216 Coord Business Operations Sascha Tolsdorf
4701 Manager Waste & Resource Mgmt John Hogg
2066 Coord Cstl, Constr Wtr & Plan Michael Anderson
2065 Coord Cmty Catchment P'ships Denise Lindon
1018 Mgr Environmental Operations Chris Allan
1004 Dir Infrastructure Services Andrew Ryan
1134 Coord Water Mgmt & Drain Svcs Anton Dreyer
3847 Coordinator Recreation Project Peter Osborne
1144 Coordinator Major Projects Steve Pollard
1106 Coord Asset Management Chris Loveday
2090 Coordinator Design Services David See
1135 Coord Traffic & Transportation Hannah Richardson
1019 Manager Transport Infras Mgmt John Clarke
1136 Coordinator Civil Projects Chris Sturgess
1141 Coord Asset Mgmt & Cap Plan Chris Campbell
4798 Coord Smart City Framework Michael Whereat
4692 Manager Project Delivery Tom Jamieson
1076 Personal Assistant Barbara Grunert
1549 Coord Integrat & Improvement Cheryl Princehorn
Position has direct reports Non Established position
3468 Coordinator Disaster Mgmt John Gallina
Established position
Agency engaged – no position
Effective as at 7 January 2016
Infrastructure Services
Appendix 1 Department Structure - January 2016
Infrastructure Services Department Plan (2015 - 2017)
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