City within a World Heritage National Park ECONOMY, PLACE AND Manager Infrastructure … ·...
Transcript of City within a World Heritage National Park ECONOMY, PLACE AND Manager Infrastructure … ·...
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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
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Water Resource Management
Manager Infrastructure
D2112.05 Implement priority drainage upgrades - Piping open channel (specific site based on risk assessment) (AWP 38)
Water Resource Management
Manager Infrastructure
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
Water Resource Management
Manager Infrastructure
Strategy 2.1.c - Minimise and mitigate the impacts of urban development
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
2122 Implement the Stormwater Renewal and Upgrade Program
D2122.02 Implement drainage renewal - Cliff Dr, Leura (AWP 83)
Water Resource Management
Manager Infrastructure
D2122.03 Implement drainage upgrade - Piping open channel (Refer to Strategy 2.1.b Action D2112.05)
Water Resource Management
Manager Infrastructure
Strategy 2.2.b - Minimise waste – avoid, reduce, recycle and reuse
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
2212 Remediate the Old Blackheath Tip Site
D2212.01 Commence Blackheath Landfill site remediation plan (AWP 153)
Resource Recovery and Waste Resource Management
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Manager Infrastructure
D3206.15 Commence upgrade of the Recreation Facility at Knapsack Park (AWP 26)
Sport and Recreation
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
Manager Infrastructure
D3206.17 Develop and deliver drainage renewal – Wentworth Falls Lake Dam (AWP 84)
Water Resource Management
Manager Infrastructure
D3206.19 Progress the Scenic Eastern Escarpment Upgrade program (AWP 143-146)
Sport and Recreation - Natural Area Visitor Facilities
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Water Resource Management
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
4111 Develop and implement a town centre improvement program
D4111.02 Implement Hazelbrook Masterplan urban design and carpark actions (AWP 13)
City Presentation
Manager Infrastructure
D4111.03 Implement Liveability Program: Implement Blackheath Town Centre Masterplan (AWP 148)
City Presentation
Manager Infrastructure
D4111.04 Implement Liveability Program: Springwood Town Centre Masterplan (AWP 149)
City Presentation
Manager Infrastructure
Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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)
City Wide strategic planning
Manager Infrastructure
Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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)
City Wide strategic planning
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
Strategy 5.1.d - Improve management of the impact of truck freight movements on the Blue Mountains
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
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
Transport and Public Access
Manager Infrastructure
D5142.03 Deliver Parking Precinct Plans for Katoomba Falls and Leura
Transport and Public Access
Manager Infrastructure
5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy
D5143.02 Refer Strategy 5.1.e (D5142.02) & (D5142.03)
Transport and Public Access
Manager Infrastructure
D5143.03 Implement Blackheath Town Centre Grant Projects (AWP 17)
City Presentation
Manager Infrastructure
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
Manager Infrastructure
D5144.02 Commence implementation of Lawson Town Centre Car Parking s.94 Plan (AWP 5)
City Presentation
Manager Infrastructure
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
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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)
Transport and Public Access
Manager Infrastructure
5202 Implement Road Reseal and Renewal Program
D5202.05 Develop and deliver Road Renewal and Reseal Program (AWP 78)
Transport and Public Access
Manager Infrastructure
D5202.06 Develop and Deliver Traffic Facilities Renewal Program (AWP 79)
Transport and Public Access
Manager Infrastructure
D5202.07 Implement Transport Upgrades to improve compliance and Safety – including Bus Stop Upgrades in Springwood, Winmalee and Hawkesbury Heights (AWP 31)
Transport and Public Access
Manager Infrastructure
D5202.08 Identify and resolve road alignment and easement issues that may be found in the upgrade to the State based cadastre map
Transport and Public Access
Manager Infrastructure
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)
Transport and Public Access
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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)
Transport and Public Access
Manager Infrastructure
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
OPERATIONAL PLAN 2019-2020 Action
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)
Transport and Public Access
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Manager Infrastructure
D5401.05 Complete design and tender for the Great Blue Mountains Trail - Leura Cascade to Scenic World
Sport and Recreation
Manager Infrastructure
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)
Transport and Public Access – Active transport
Manager Infrastructure
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)
Transport and Public Access – Active transport
Manager Infrastructure
D5402.04 Complete the Footpath maintenance program (SV)
Transport and Public Access
Manager Infrastructure
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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
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
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
Transport and Public Access
Manager Infrastructure
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
Manager Infrastructure
D6304.06 Complete Springwood Country Club Roof renewal works
(AWP 160)
Commercial Activities
Manager Infrastructure
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
Manager Infrastructure
D6403.07 Deliver Echo Point Security Upgrade works (AWP 161)
Economic Development and Tourism
Manager Infrastructure
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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
Water Resource Management
$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
Workforce Leadership
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
Local Government Capability Framework
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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Local Government Capability Framework
Group and Capability Level Behavioural Indicators
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
Workforce Leadership
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
Workforce Leadership
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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Local Government Capability Framework
Group and Capability Level Behavioural Indicators
Workforce Leadership
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