City within a World Heritage National Park ECONOMY, PLACE AND Manager Infrastructure … · 2019-06-07 · The Manager Infrastructure is responsible for planning, design, procurement,

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Blue Mountains City Council City within a World Heritage National Park

POSITION DESCRIPTION

Manager Infrastructure

Branch Infrastructure Status L3 Manager

Reports to

Director Economy Place and

Infrastructure Salary Grade [insert]

Position Code TBC Date PD Approved

7 June 2019

Overview This position manages the Infrastructure Branch, one of three branches within the Economy,

Place and Infrastructure Services, Directorate.

Infrastructure

Branch

Property and

Commercial

Services

Branch

ECONOMY, PLACE AND

INFRASTRUCTURE

SERVICES

DIRECTORATE

Economy,

Tourism and Place

Branch

Special Projects

The Economy, Place and Infrastructure Directorate drives sustainable economic development

and tourism and facilitates holistic place management and the provision of well-managed Council

infrastructure. Its delivers a renewed focus on town and village development, supporting

achievement of safe, vibrant and well-designed centres, spaces and places. This Directorate

manages the delivery of the Council’s annual Asset Works Program and is responsible for planning,

design, delivery and maintenance of the Council’s civil and built infrastructure including roads,

drainage, footpaths, buildings and major projects as well as the Council’s property portfolio and

commercial services.

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Position Purpose The Manager Infrastructure is responsible for planning, design, procurement, delivery and maintenance of the City’s civil and transport infrastructure and for project managing delivery of the Council’s annual Capital /Asset Works Program, including a wide range of infrastructure projects. This position contributes to the achievement of all of the Key Directions of the Blue Mountains Community Strategic Plan 2035 with particular contribution to the MOVE and THRIVE Key Directions which have the following goals: MOVE: By 2035 we are a more accessible City THRIVE: By 2035 we are a more economically sustainable City Appendix 1 outlines the 4-Year Priority Actions, within the Council’s Delivery Program 2017-2021, that the Manager Infrastructure is responsible for delivering.

Position Dimensions

The Services and associated Key Functions delivered by this Branch are as follows:

Services Key Functions

Transport and Public Access

Water Resource Management

(stormwater drainage)

Civil and Transport:

Infrastructure planning

Infrastructure design

Infrastructure maintenance

Asset Management (component of) Civil and transport infrastructure asset

management

Delivery of annual asset works program

Delivery of major infrastructure projects

Appendix 2 provides an overview of the Services and Assets managed by the Infrastructure Branch - including Service Expenditure Budget and Value of Assets supporting Services delivered. Budget

The 2019-20 operational expenditure budget for the Branch is $13.4 million. The value of assets

managed by the Branch is $807 million (see Appendix 2 for more detailed information).

Manage Branch Reports

Direct Reports 7

Indirect Reports 64

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Decision Making

The Manager Infrastructure makes complex judgements and recommendations based on advanced

analytical and creative thought and influences a number of internal and external stakeholders

through policy application and development. Significant planning, high level project management

and consultation are required internally and externally to plan, coordinate and deliver infrastructure

related services.

Guidelines shaping how we work The Council completed an Organisational Performance Review in 2019 and has adopted the

following principles to guide how we work within the Council:

We act as one organisation responding to the changing needs of our LGA and community

We are strategy led, driven by our Community Strategic Plan, with clear priorities and

focus

We are service focused – we continuously improve service provision and provide excellent

customer service

We collaborate and work together to achieve our outcomes

We ensure safety and wellbeing is at the centre of our organisation, operations and

culture

We are a financially sustainable organisation, living within our means, ensuring best value

resource allocation

These Guidelines complement the Council’s adopted values of: Work Together, Work Safe Home

Safe, Service Excellence, Value for Money, Trust and Respect and Supporting community.

Outcomes to be delivered

Strategy Led and Service Focused

Implement the Council’s Delivery Program and Operational Plan (DPOP) strategies and

actions to deliver Community Strategic Plan outcomes that are identified as the Branch

Manager’s responsibility (see Appendix 1 for details)

Within corporate guidelines, contribute to developing, implementing and reporting on Service

Business Plan/s (strategic financial, workforce and asset planning) for services delivered by

the Branch

Ensure data required for monitoring and reporting service performance, for which the

Branch is responsible, is collected, stored and made available

Develop and maintain asset management plans including renewal programs for civil

infrastructure

Leadership as a Member of the Senior Leadership Team

Support the Directors in carrying out their roles

As Managers and team members, take collective responsibility for:

- good governance in a collaborative, non-competitive workplace environment

- contribution to effective enterprise risk management

- oversight and decision-making related to legislative and other compliance issues

- compliance driving the achievement of the organisation’s Vision, Mission and Values

Attend and participate, individually and collectively as appropriate, in Senior Leadership

Team meetings

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Leadership as Branch Manager Demonstrate passion and sense of purpose for the Branch’s role that leads and inspires

staff and translates sense of purpose into their individual roles

Take responsibility for decisions, policies and actions within the scope of the role, including

administration, governance and implementation

Meet leadership obligations to report, explain and be answerable

Work and collaborate with other parts of the organisation as needed and required

Culture

Instil the organisation’s Values and Guidelines Shaping How We Work across the Branch

Model, support and encourage behaviour that shapes a safe, collaborative, fair and just

culture across the Directorate and within the Branch

Model, support and encourage a culture of learning that, as a priority, ensures staff are well

trained and equipped to carry out their individual roles

Workplace Health and Safety (WHS)

As an Officer as defined under relevant WHS legislation, comply with all due diligence

obligations in respect to WHS. This includes but is not limited to:

o Formulation, reviewing and implementation of policies and procedures to ensure

compliance with WHS legislation and the provision of sufficient resources to do this

o Ensuring duty of care through keeping up to date on relevant WHS matters

o Ensuring incidents, hazards, risks and well-being are understood, minimized and

managed effectively in a timely manner across Council and within your Directorate

o Providing advice and support to line management to ensure they are able to

comply with Councils WHS policies and WHS legislation

o Ceasing or directing the cessation of unsafe work

At all times comply with Councils Asbestos Management Plan and Policy

Model the principles of a fair and just culture

Operational and Service Excellence

Achieve organisational objectives and meet all statutory and legal requirements involved in

managing and delivering the Branch’s services and functions as identified in the Delivery

Program and annual Operational Plan

In delivering Branch services, support achievement of a sustainable and successful future

for the Blue Mountains socially, economically and environmentally

Promote, encourage and acknowledge continual improvement in the Directorate and

Branch to achieve more effective and efficient service delivery

Model and promote excellence in customer service

A Financially Sustainable Council

Contribute to the review, update and achievement of the Council’s Resourcing Strategy

every four-year Council Term

Manage, maintain and deliver best value services within the Infrastructure Branch:

o With funding allocated through the Long-Term Financial Plan

o With workforce skills and capabilities matched to achieving Directorate and Branch

goals

o With services and assets in risk-free condition that are fit for purpose and have

service capacity

General

Any other duties within area of skill and scope of the position as directed

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Stakeholder Engagement

Internal Stakeholder Engagement Focus

Councillors Develop and deliver formal briefings and reports for Councillors and the

Council as required

Other Directorates and

Branches in the Directorate

Collaborative, whole of organisation approach by Managers to service

delivery and achieving organisational goals

Direct Reports Direct reports are informed and equipped to carry out their roles and

understand how their work contributes to the achievement of

organisational goals

External Stakeholder Engagement Focus

Community Engagement, consultation, information provision and liaison as required

Non-government

community organisations

and groups

Liaison with community organisations and groups on transport and

infrastructure matters as required

Government agencies Engage, liaise and advocate with NSW Government: Infrastructure

Services, Roads and Maritime Services, TrainLink and Sydney Trains,

other divisions of Transport for NSW, Endeavour Energy, NBNCO, NSW

Police, National Parks and Wildlife Service and other infrastructure

agencies as required

Private sector Engage, liaise and consult with local organisations, community groups,

local bus companies, businesses, taxi and ride share companies

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Corporate Obligations

Manage direct reports The direct reports to this position are:

Program Leader Transport Infrastructure Planning

Program Leader Civil and Traffic

Program Leader Infrastructure Design

Program Leader Civil Assets Maintenance & Construction

Program Leader Infrastructure Program Delivery

Project Officer Procurement and Contract Management

Coordinator of business services

Ensure Workplace Health

and Safety

Ensure, model, comply and co-operate with Workplace

Health and Safety policies, procedures, instructions and

safe systems of work. Provide a work environment free

from hazards and ensure the health and safety of self, staff

and other people affected by the workplace.

Risk Management

Manage work practices to mitigate all identified risks,

identify and report additional risk and threats and assist in

devising strategies to mitigate those risks.

Code of Conduct

Adhere to Council’s Code of Conduct and the policies and

procedures that support it.

Delegations

Authority to operate within Delegations attached to the

position. Delegate responsibility and authority to the right

person, providing the necessary authority, resources and

support.

Customer Service

Meet and strive to exceed customer service standards

Model and promote excellence in customer service

Continuous Improvement

Model continuous improvement. Identify inefficient work

practices and recommend changes where appropriate.

Professional Development Model, promote and engage with staff in relation to

professional development

Financial Management

Manage allocated budgets and expenditure, ensuring the

Council lives within its means. Undertake relevant checks

and apply any required regulation, process and/or

procedure in dealing with financial matters

Contract Management Ensure active, appropriate and safe management of “Works

Under Contract”

Procurement

Conduct activities in accordance with the Council’s

Purchasing and Procurement Policy and Procedures.

Information and Records

Management

Create required and appropriate records in Council’s

electronic records management system and ensure staff

under your management are responsibly managing records

and information to ensure against loss, removal or

destruction.

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Selection Criteria

Essential Requirements

Tertiary qualifications of relevance to the position in a built infrastructure planning and

delivery related area such as Civil Engineering, Building, Project Management and /or

significant experience in a similar role

Skills and Experience

Relevant skills and experience in the management and delivery of civil assets and

infrastructure projects and services

Demonstrated experience in the development and management of Asset Management

Plans and in cyclic asset maintenance and renewal programs

Experience and skills in ensuring safety and risk mitigation in infrastructure planning and

delivery

Knowledge and understanding of the management of transport planning and traffic

management in a local government context

Knowledge and understanding of asbestos management

Experience in effectively project managing delivery of a complex portfolio of infrastructure

related projects

Proven ability to deliver results and respond effectively to changing circumstances

Proven ability to manage a multi-disciplinary team, work collaboratively and foster effective

strategic and operational working relationships with people at all levels

Demonstrated experience in leading cultural change and in leading a strong customer

service culture

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Behavioural Capabilities

Blue Mountains City Council is guided by the Local Government Capability Framework and has

developed the following set of capabilities that provide clear expectations about performance and

behaviour for positions in the Council.

Candidates need to demonstrate competence (Adept) in all five areas. Highlighted in bold are

capabilities which are currently an important Priority Focus (Advanced) for this position and

need to be addressed particularly in an application.

Personal attributes

o Manage self

o Display resilience and adaptability

o Act with integrity

o Demonstrate accountability

Relationships

o Communicate and engage

o Community and customer focus

o Work collaboratively

o Influence and negotiate

Results

o Plan and prioritise

o Think and solve problems

o Create and innovate

o Deliver results

Resources

o Manage finances

o Manage assets and tools

o Use technology and information effectively

o Manage procurement and contracts

Workforce Leadership

o Manage and develop people

o Inspire direction and purpose

o Optimise workforce contribution

o Lead and manage change

Appendix 3 provides more detailed information on the Local Government Capability Framework

and lists the essential behavioural criteria at the level required for this position.

Appendix 4 provides more detailed information on the behavioural indicators for the priority

Focus Capabilities – that is, indicators or examples of the behaviour we expect to see

demonstrated.

Further information regarding the Local Government Capability Framework is available at

https://www.lgnsw.org.au/key-initiatives/capability-framework

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APPENDIX 1 Manager Infrastructure: DPOP 4-year Priority Action Responsibility (Updated annually with the adoption of the DPOP)

objective 1.3 All levels of government provide value for money sustainable services and infrastructure

Strategy 1.3.c - Ensure a safe, skilled and engaged workforce that provides value for money services to the community

4 yr priority ID

DELIVERY PROGRAM 4–year Priority Action

2019-2020 ID

OPERATIONAL PLAN 2019-2020 Action

Service Responsible Manager

1324 Improve and strengthen the Council’s Workplace Health and Safety and asbestos management

D1324.05 Re-fit Springwood Depot Amenities Building (AWP 156) (WMS 1b)

Strategic & Governance


objective 1.4 All levels of government and the community work together to achieve a more sustainable, successful and resilient Blue Mountains

Strategy 1.4.a - Planning and coordination between the Council and other levels of government and the community achieves a more sustainable, successful and resilient Blue Mountains

4 yr priority ID


2019-2020 ID



1403 Develop and implement the Priority Infrastructure Plan to coordinate and advocate for the delivery of future assets/ services in the City

D1403.02 Commence development of the Priority Infrastructure Strategic Plan (FFtF 6c)

City Wide strategic planning


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objective 2.1 The Condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhanced

Strategy 2.1.b - Protect, maintain and enhance the city’s natural waterways, water catchments and groundwater

4 yr priority ID


2019-2020 ID



2112 Implement effective catchment planning and deliver priority projects identified through Stormwater Drainage Asset Management Plans and the stormwater risk register.

D2112.03 Complete development of the Urban Stormwater Catchment Strategy



D2112.05 Implement priority drainage upgrades - Piping open channel (specific site based on risk assessment) (AWP 38)



2113 Floodplain Risk Management Plans are developed and implemented across the city

D2113.03 Seek grant funding from the Office of Environment & Heritage for priority flood risk management projects



Strategy 2.1.c - Minimise and mitigate the impacts of urban development

4 yr priority ID


2019-2020 ID



2122 Implement the Stormwater Renewal and Upgrade Program

D2122.02 Implement drainage renewal - Cliff Dr, Leura (AWP 83)



D2122.03 Implement drainage upgrade - Piping open channel (Refer to Strategy 2.1.b Action D2112.05)



Strategy 2.2.b - Minimise waste – avoid, reduce, recycle and reuse

4 yr priority ID


2019-2020 ID



2212 Remediate the Old Blackheath Tip Site

D2212.01 Commence Blackheath Landfill site remediation plan (AWP 153)

Resource Recovery and Waste Resource Management


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objective 3.2

The Blue Mountains community is healthy and active

Strategy 3.2.a - Facilitate community access to recreational and sporting services and facilities that meet needs and support health, well-being and an active lifestyle

4 yr priority ID


2019-2020 ID



3206

Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts

D3206.14 Progress the Southern Scenic Escarpment Major Asset Works Project (AWP 1)

Sport and Recreation


D3206.15 Commence upgrade of the Recreation Facility at Knapsack Park (AWP 26)


Manager Infrastructure,

D3206.16 Implement the Asset Works Program for Natural Area Visitor Facilities – risk mitigation (AWP 70)

Sport and Recreation - Natural Area Visitor Facilities


D3206.17 Develop and deliver drainage renewal – Wentworth Falls Lake Dam (AWP 84)



D3206.19 Progress the Scenic Eastern Escarpment Upgrade program (AWP 143-146)

Sport and Recreation - Natural Area Visitor Facilities


Strategy 3.3.c - Plan for risk and natural disasters and improve the resilience of communities and systems within the city in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters

4 yr priority ID


2019-2020 ID



3322 Implement flood risk management planning as part of Integrated Catchment Plans

D3322.02 Implement actions from the Floodplain Risk Management Plans Refer D2113.03



Strategy 3.4.c - Provide community access to library and information services that provide enriching experiences and places for people to relax, study and come together

4 yr priority ID


2019-2020 ID



3422 Enhance the Library and Information Service provided by Council

D3422.01 Co-design Springwood Library spaces that are multiuse, built to facilitate collaboration and learning and promote local history (AWP 150)

Libraries and Information


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objective 3.4

The Blue Mountains is a centre of culture, creativity and life-long learning

objective 4.1

City Planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play

Strategy 4.1.b - Strengthen the liveability and vibrancy of towns and villages through well- designed place based planning

4 yr priority ID


2019-2020 ID



4111 Develop and implement a town centre improvement program

D4111.02 Implement Hazelbrook Masterplan urban design and carpark actions (AWP 13)

City Presentation


D4111.03 Implement Liveability Program: Implement Blackheath Town Centre Masterplan (AWP 148)

City Presentation


D4111.04 Implement Liveability Program: Springwood Town Centre Masterplan (AWP 149)

City Presentation


Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites

4 yr priority ID


2019-2020 ID



4105 Sydney West District Plan and the City Deal maximises support for the Blue Mountains

D4105.02 Implement projects funded through the City Deal with Australian and NSW Governments (AWP 139 – AWP 151)



Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites

4 yr priority ID


2019-2020 ID



4105 Sydney West District Plan and the City Deal maximises support for the Blue Mountains

D4105.02 Implement projects funded through the City Deal with Australian and NSW Governments (AWP 139 – AWP 151)



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objective 5.1 The City has an integrated, accessible and sustainable transport network

Strategy 5.1.a - Support development of an integrated, accessible, affordable and linked public and private transport network that meets the needs of pedestrians, cyclists, vehicles, emergency vehicles and freight.

4 yr priority ID


2019-2020 ID



5001 Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains

D5001.03 Progress implementation of priority actions from the Council’s Integrated Transport Strategy including: • Implementation of the

Pedestrian Access and Mobility Plan and Bike Plan

• Completion of the Great Blue Mountains Trail

• Support for the tourist economy and advocacy with Transport for NSW

• Implementation of Link and Place recommendations

• Advocate for improvements to Community Transport



Strategy 5.1.c - Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities

4 yr priority ID


2019-2020 ID



5121 Improve accessibility within the city

D5121.02 Implement priority actions as identified in Council’s Integrated Transport Strategy, including upgrades to bus stops to comply with relevant standards



Strategy 5.1.d - Improve management of the impact of truck freight movements on the Blue Mountains

4 yr priority ID


2019-2020 ID



5131 Implement the Heavy Vehicle Drive Neighbourly Agreement to manage growth of road freight on Great Western Highway

D5131.02 Deliver education campaigns for heavy vehicles as identified in Council’s Integrated Transport Strategy



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Strategy 5.1.e - Support the provision of vehicle parking that meets the needs of the city

4 yr priority ID


2019-2020 ID



5141 Implement priority actions from the Blue Mountains City Council Citywide Parking Strategy 2017-2021

D5141.02 Implement the Blue Mountains City Council Citywide Parking Strategy 2017-2021 - prioritising traffic management and parking in town centre master planning Refer Strategy 5.1.e (D5142.02 & D5142.03) below



5142 Prepare Parking Precinct Plans for managing parking at key tourist precinct sites

D5142.02 Continue implementation of Parking Precinct Plans at Blackheath, Echo Point, Conservation Hut and Wentworth Falls Lookout



D5142.03 Deliver Parking Precinct Plans for Katoomba Falls and Leura



5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

D5143.02 Refer Strategy 5.1.e (D5142.02) & (D5142.03)



D5143.03 Implement Blackheath Town Centre Grant Projects (AWP 17)

City Presentation


5144 Develop and implement a precinct parking plan for Lawson town centre

D5144.01 Complete review of Lawson Town Centre Car parking requirements and design

City Presentation


D5144.02 Commence implementation of Lawson Town Centre Car Parking s.94 Plan (AWP 5)

City Presentation


5145 Implement the Hazelbrook Masterplan urban design and carpark actions

D5145.02 Completion of the Hazelbrook Masterplan: village centre and carpark upgrade (AWP 13) including: • One-way circulation for

greater efficiency Extended eastern footpath and kerb islands for more pedestrian space.

• Tree barriers and sandstone bollards for increased pedestrian safety

• Pedestrian friendly space, shared zone with trees, shade and seating

City Presentation


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objective 5.2 The City has a safe, well designed and maintained network of roads

Strategy 5.2.a - Improve the safety, amenity and linkages of the local road network

4 yr priority ID


2019-2020 ID



5201 Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans

D5201.02 Complete transport and public access Masterplan projects Refer Strategy 5.1.e (5143 , 5144, 5145)



5202 Implement Road Reseal and Renewal Program

D5202.05 Develop and deliver Road Renewal and Reseal Program (AWP 78)



D5202.06 Develop and Deliver Traffic Facilities Renewal Program (AWP 79)



D5202.07 Implement Transport Upgrades to improve compliance and Safety – including Bus Stop Upgrades in Springwood, Winmalee and Hawkesbury Heights (AWP 31)



D5202.08 Identify and resolve road alignment and easement issues that may be found in the upgrade to the State based cadastre map



5203 Implement the Traffic Barrier Construction Program based on risk assessments

D5203.02 Develop and deliver Traffic Barrier Construction Program based on Risk Assessments (AWP 10)



Strategy 5.2.b - Complete the upgrade and widening of the Great Western Highway west of Katoomba so that it delivers improved safety, accessibility, amenity and World Heritage identity

4 yr priority ID


2019-2020 ID



5211 Advocate to the Roads and Maritime Services to achieve improved safety, accessibility, amenity and world heritage identity

D5211.02 Advocate for the completion of the upgrade and widening of the Great Western Highway west of Katoomba (as required)



Strategy 5.2.c - Develop transport links between towns and villages for vehicles, (including emergency vehicles) cyclists and pedestrians other than the Great Western Highway

4 yr priority ID

DELIVERY PROGRAM

4–year Priority Action

2019-2020 ID


Service Responsible

Manager

5221 Implement town centre, transport and public access infrastructure related projects

D5221.02 Implement priority actions as identified in Council’s Integrated Transport Strategy Refer Strategy 5.1.a (D5001.03)



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objective 5.3 The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region

Strategy 5.3.a - Advocate for improved rail and bus services

4 yr priority ID


2019-2020 ID



5301 Finalise and implement the Integrated Transport Strategic Plans for the Blue Mountains

D5301.02 Advocate for improved rail and bus services that are safe, meet the needs of the community and reduce private car dependency



objective 5.4 The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities

Strategy 5.4.a - Advocate for improved rail and bus services

4 yr priority ID


2019-2020 ID



5401 Deliver the Blue Mountains Pedestrian Access Mobility Plan 2025 and Bike Plan2020 to create safe and accessible pathways of travel across the local government area

D5401.04 Progress feasibility study for an Off Road Shared Path linking Penrith and Lower Blue Mountains

Transport and Public Access – Active transport


D5401.05 Complete design and tender for the Great Blue Mountains Trail - Leura Cascade to Scenic World



D5401.06 Implement the Pedestrian Access Mobility Plan (PAMP) actions to deliver high, medium and low priority items that relate to the footpath network (AWP 32)



5402 Deliver the Transport Footpath Renewal and Footpath Grinding and Assessment Programs based on the Pedestrian Access and Mobility Plan

D5402.03 Implement Footpath Renewal based on Inspection Reports (AWP 81)



D5402.04 Complete the Footpath maintenance program (SV)



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objective 6.3 The City’s infrastructure supports diverse and sustainable economic development

Strategy 6.3.a - Provide and advocate for the infrastructure required to support sustainable economic development

4 yr priority ID


2019-2020 ID



6301 Develop and implement the Priority Infrastructure Plan to advocate for and coordinate the delivery of future assets/services in the City, including improved digital connectivity through the NBN

D6301.02 Progress development of an External Agencies Infrastructure Plan



6304 Implement a renewal program of commercial properties to support the City’s economic development

D6304.05 Complete Glenbrook Hall Roof Repairs (AWP 152)

Commercial Activities


D6304.06 Complete Springwood Country Club Roof renewal works

(AWP 160)

Commercial Activities


objective 6.4 The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area

Strategy 6.4.a - Ensure local infrastructure, facilities and services supporting tourist visitation have required capacity to meet projected increases in tourist numbers

6403 Implement the Visitor Infrastructure Investment Strategic Plan and manage increasing visitor numbers at major tourist destinations

D6403.06 Visitor Infrastructure Investment Strategic Plan Capital Works including Parking Meters and signage (AWP 134)

Economic Development and Tourism


D6403.07 Deliver Echo Point Security Upgrade works (AWP 161)

Economic Development and Tourism


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Appendix 2: Services and Assets managed by Infrastructure Branch*

Branch

Services

Service Expenditure Budget 2019-2020

Assets Supporting Service

Value of Assets

Asset Management Plan (AMP) Responsibilities

Infrastructure

Transport and Public Access Delivery of Councils Asset Works program (AWP included in service costs)

$9.4M Op ex $3.8M Cap ex

Footpaths, roads, bridges, sealed car parks, signs, roundabouts, kerb and gutter, pedestrian refuges, marked crossings, parking ticket machines, bus shelters, guardrails, wombat crossings, electronic parking sensors

$703M

Transport and Public Access AMP


$4M Op ex $1M Cap ex

Pipes, pits, open channels, detention basins, bio-filtration systems, erosion control systems, stormwater harvesting and reuse systems

$104M

Stormwater Drainage AMP

*As at 1 July 2019 and subject to change following review and update

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Appendix 3: Capabilities for the Position

The Blue Mountains City Council, guided by the Local Government Capability Framework, has

developed a set of capabilities that provide clear expectations about performance and behaviour

required for holding positions in the Council.

These capabilities, described in terms of demonstrable behaviour, bring into focus the behaviours

and attitudes that together make up Council’s desired culture by emphasising how we do the things

we do and making transparent what “good” looks like.

These capabilities are an important element in our recruitment and selection process and

candidates are required to address these in their applications.

The Capabilities are also involved in the full range of workforce management and development

activities: role design and description, performance management, learning and development and

strategic workforce planning etc.

The full list of capabilities and the level required for this position is provided in the table below.

While all capabilities are required to be demonstrated, the capabilities in bold are the priority focus

for this position.

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Local Government Capability Framework

Capability Group Capability Name Level

Personal attributes

Manage Self Adept

Display Resilience and Adaptability Adept

Act with Integrity Adept

Demonstrate Accountability Adept

Relationships

Communicate and Engage Adept

Community and Customer Focus Advanced

Work Collaboratively Advanced

Influence and Negotiate Adept

Results

Plan and Prioritise Advanced

Think and Solve Problems Adept

Create and Innovate Adept

Deliver Results Advanced

Resources

Finance Adept

Assets and Tools Advanced

Technology and Information Adept

Procurement and Contracts Advanced


Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Workforce Contribution Advanced

Lead and Manage Change Advanced

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Appendix 4: Focus Capabilities and Behavioural Indicators


Group and Capability Level Behavioural Indicators

Relationships

Community and Customer

Focus

Advanced Demonstrates a thorough understanding of the interests, needs and diversity in the community

Promotes a culture of quality customer service

Initiates and develops partnerships with customers and the community to define and evaluate service outcomes

Ensures that the customer is at the heart of business process design

Makes improvements to management systems, processes and practices to improve service delivery

Works towards social, environmental and economic sustainability in the community/ region

Relationships

Work Collaboratively

Advanced Builds a culture of respect and understanding across the organisation

Facilitates collaboration across units and recognises outcomes resulting from effective collaboration between teams

Builds co-operation and overcomes barriers to sharing across the organisation

Facilitates opportunities to develop joint solutions with stakeholders across the region and sector

Models inclusiveness and respect for diversity in people, experiences and backgrounds

Results

Plan and Prioritise

Advanced Ensures business plans and priorities are in line with organisational objectives

Uses historical context to inform business plans and mitigate risks

Anticipates and assesses shifts in the environment and ensures contingency plans are in place

Ensures that program risks are managed and strategies are in place to respond to variance

Implements systems for monitoring and evaluating effective program and project management

Results

Deliver Results

Advanced Sets high standards and challenging goals for self and others

Delegates responsibility appropriately and provides support

Defines what success looks like in measurable terms

Uses own professional knowledge and the expertise of others to drive results

Implements and oversees quality assurance practices

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Resources

Manage assets and tools

Advanced

Considers council and community assets in the design/ delivery of services

Facilitates and monitors appropriate deployment of assets and tools in line with community priorities

Implements and monitors compliance with asset management and maintenance plans and policies

Resources

Procurement and

contracts

Advanced

Ensures that organisational policy on procurement and contract management is implemented

Applies knowledge of procurement and contract management risks to decisions

Ensures others understand their obligations to manage and mitigate risks in procurement

Implements effective governance arrangements to monitor provider, supplier and contractor performance

Represents the organisation in resolving disputes with suppliers and contractors


Manage and Develop

People

Advanced Knows the individual strengths, weaknesses, goals and concerns of members of the team

Fosters high performance through effective conversations and feedback and by providing stretch opportunities

Identifies and develops talent across the organisation

Coaches and mentors staff to foster professional development and continuous learning

Implements performance development frameworks to align capability with the organisation’s current and future priorities

Resolves team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way


Inspire Direction and

Purpose

Advanced Translates organisational vision and strategy into operational goals to help staff understand their own contribution

Builds a shared sense of purpose through involving people in defining priorities and cascading goals

Regularly communicates progress against business unit and organisational goals

Creates opportunities for recognising and celebrating high performance at the individual and team level

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Lead and Manage Change

Advanced Translates change initiatives into practical strategies, including the role of staff in implementing them

Analyses the change context to identify the level of consultation and involvement required from staff and stakeholders

Develops appropriate approaches to involve staff and stakeholders at various stages of the project

Implements structured processes to manage structural, system, process and cultural barriers to change

Provides coaching and leadership in times of uncertainty and difficulty for staff

Documents

City within a World Heritage National Park ECONOMY, PLACE AND Manager Infrastructure … · 2019-06-07 · The Manager Infrastructure is responsible for planning, design, procurement,