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SSeerrvviiccee DDeelliivveerryy MMaannuuaall TTeemmppllaattee

The following document is a sample of the Service Delivery Manual developed for the Works Department. It can be used as a template after being modified to suit the Department. Note: Hidden fields have been inserted in Red to show where names need to be inserted. To view these hidden fields turn on the Show/Hide button Press F11 to take you to the next insertion point.

KNOX WORKS SERVICES – OPERATIONS MANUAL

Part II

Operations Manual

Version 1 Last Updated: August 2008

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KNOX WORKS SERVICES – OPERATIONS MANUAL

Revision List

Revision Date Officer Description

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KNOX WORKS SERVICES – OPERATIONS MANUAL

Table of Contents 1 PURPOSE OF THIS MANUAL 4 2 RELATED DOCUMENTS 5 3 ORGANISATION CHART 6 4 SERVICE DELIVERY PRIORITIES 7 5 RESPONSIBILITIES 9 6 REPORTING FRAMEWORK 11

6.1 Weekly Leadership Team Meeting 11 6.2 Monthly Referrals Meeting 12 6.3 Staff Team Meeting 13

7 AUDITING 14 8 KEY RELATIONSHIPS WITH OTHER DEPARTMENTS 15 9 TRAINING 16 ATTACHMENT 1 – SERVICE LEVELS FOR ACTIVITIES NOT IN THE ROAD MANAGEMENT PLAN 17 ATTACHMENT 2 – SUPPLIER & CONTRACTOR LIST 18 ATTACHMENT 3 - REACTIVE & ROUTINE MAINTENANCE RESPONSIBILITIES 19 ATTACHMENT 4 - FLOWCHARTS FOR DELIVERY OF FUNDED REACTIVE & MAINTENANCE ACTIVITIES 21ATTACHMENT 5 – AUDIT FORM 23 ATTACHMENT 6 - SKILLS MATRIX 25

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KNOX WORKS SERVICES – OPERATIONS MANUAL

1 PURPOSE OF THIS MANUAL This manual has been developed to assist the leadership team in the delivery of Council’s long-term objectives as identified in Knox Vision 2025 and articulated through Council’s Community and Council Plan objectives:

• Sustainable Communities

• Sustainable Organisation

The department exists to ensure Council’s infrastructure assets are maintained in a manner that retains the original design function and is safe for continued use. Use of this manual is expected to guide delivery of the service and improve performance in the following key areas:

Meeting Community Expectations

• Maintain satisfactory standards for all infrastructure assets in terms of: o Safety o Condition o Functionality o Aesthetics

• Minimise the extent and frequency of disruptions due to maintenance works • Introduce proactive maintenance activities to avoid asset failure

Improving Maintenance Management Processes • Clarify roles and responsibilities for service delivery • Improve management, monitoring, collection and analysis of data. • Improve communication within the department and with others • Identify skills gaps and training needs

Delivering Financial Sustainability • Reduce reactive maintenance costs by encouraging a shift toward efficient

programming of works and routine preventative maintenance • Improve financial management and forecasting capabilities

Risk Management and Compliance • Ensure compliance with the Road Management Act, 2004 • Ensure compliance with the Worksite Safety Traffic Management Code of

Practice • Ensure compliance with the Occupational Health and Safety Act (XXX) • Implement regular internal audits and action associated improvements

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KNOX WORKS SERVICES – OPERATIONS MANUAL

2 RELATED DOCUMENTS This manual complements other Council strategies and plans. It is expected that the Leadership Team is will be familiar with the latest versions of all organisational policies and procedures and in particular the following:

• Road Management Plan • Road Asset Management Plan • Footpath and Shared Path Asset Management Plan • Worksite Safety Traffic Management Handbook • Contract Management Manual • OH&S Policy • Emergency Management Manual • Part I of this manual (currently under development) • Sustainable City Strategy • Strategic Asset Management Plan • After Hours Manual • Graffiti and Vandalism Plan • Operations Marketing Plan • Continuity Plans • …

The above documents are available on the Knox intranet – eriK.

The Leadership Team must also be familiar with all relevant legislation.

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KNOX WORKS SERVICES – OPERATIONS MANUAL

3 ORGANISATION CHART is one of six departments that make up the Operations Centre. Other groups are Works Services, Administration, Fleet, Parks, and Construction. The Knox Operations Centre forms part of the Engineering & Infrastructure Directorate. Figure 1 below, illustrates the current structure of the department at the time of writing.

Figure 1 – – Organisation Chart

positions make up the leadership team.

o

o

o

o

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KNOX WORKS SERVICES – OPERATIONS MANUAL

4 SERVICE DELIVERY PRIORITIES In addition to compliance with all relevant legislation and Council documents, have the following key priorities.

o Public Safety Risk Mitigation

o Asset Preservation to Ensure Continued Functionality

o Efficient Delivery of Reactive and Routine Maintenance

o Document Management

o Communication

o Financial Management

o Auditing

o Reporting

Risk Mitigation & Asset Preservation

is not just about managing public safety risks by patching or preventing use of damaged or deteriorated assets. The community expects risk mitigation to be undertaken promptly and in a manner that minimises disruption, retains the aesthetics and functionality of the asset until it can be permanently fixed. It is therefore the responsibility of Works Services to take a long term asset management perspective and deliver the maintenance service in a manner that restores and retains asset safety and asset functionality until rehabilitation works can be completed.

Risks are identified via proactive hazard inspection programs, as a result of customer requests and as identified by Council staff whilst undertaking other works within the municipality. Works Services are expected to identify and mitigate all extreme and high risks issues as quickly as possible and within the timelines set out in the Knox Road Management Plan. Extreme and high risk issues associated with unfunded maintenance activities and asset defects not identified in the Knox Road Management Plan must also be mitigated within 1 to 5 days respectively.

The type of activity undertaken to mitigate the risk will depend on the timing of asset repair, rehabilitation or replacement works. It will also be influenced by the extent of site surveillance the Works Services team are able to provide until the asset repair is completed. Regular re-inspection of sites where risk mitigation works have been undertaken, particularly installation of temporary signs and webbing, are required until the ultimate repair is complete to ensure that the risk is managed during this intervening period.

Efficient Delivery of Reactive & Routine Maintenance

Efficient maintenance requires risk-based prioritisation and packaging of reactive works in a way that ensures a high standard of work is undertaken to repair the asset

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KNOX WORKS SERVICES – OPERATIONS MANUAL

in a cost effective manner, within the adopted timeframes set out in the Knox Road Management Plan, and with minimum disruption to the community.

For all activities not identified in the Road Management Plan the team must deliver the service in accordance with service levels documented in ATTACHMENT 1 – SERVICE LEVELS FOR ACTIVITIES NOT IN THE ROAD MANAGEMENT PLAN

A long history of reactive response maintenance has meant that Works Services currently have few routine maintenance services. Existing routine maintenance activities include: street sweeping, unsealed road grading and cleaning of gross pollutant traps.

The Works leadership team are required to use maintenance data collected via the Works Order System to identify and advocate for the development of additional proactive routine maintenance services for the management of assets that have been found to require regular work.

Potential activities where the introduction of routine maintenance may lead to service delivery improvements include: graffiti removal, pavement line marking, crack sealing, sign cleaning and repair, drainage pit and pipe cleaning targeted in flood prone areas.

Document Management

It is the responsibility of the Leadership and Administration teams to ensure documents are appropriately managed. Comprehensive records of all issues that arise and actions undertaken must be kept and stored in a safe, centralised location within the Operation Centre. Every six months these documents should be archived off-site in accordance with Council procedures.

Well-documented, regular self auditing by the Leadership Team is essential to ensure appropriate procedures are always followed and improvement actions are identified, recorded and implemented.

Communication

The leadership team are expected to communicate effectively with other Council departments and the community. In addition, it is expected that the leadership team conduct regular meetings in accordance with the Reporting Framework set out in Section 6 of this document.

Financial Management

All contracts must be implemented in a manner consistent with the Knox Contract Management Manual. Purchase orders that include commitments must be raised prior to the commencement of works.

Auditing

It is the responsibility of the Coordinator to audit the performance of the team quarterly. Audit results must be reported to the Manager Operations quarterly and include a clear indication of all issues identified and corrective actions undertaken.

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The audit form and audit process to be used is described in Section 7. The Manager Operations will also audit the department at least once each year.

Reporting

The Coordinator is required to report monthly to the Manager Operations in accordance with the Operations Reporting Framework set out in Part I of this document.

5 RESPONSIBILITIES Key responsibilities for each of the leadership team are described in Table 1 below.

ATTACHMENT 3 - REACTIVE & ROUTINE MAINTENANCE RESPONSIBILITIES includes a spreadsheet of currently funded routine and reactive maintenance activities that are currently recorded in Council’s Work Order System. The spreadsheet also indicates budget responsibilities.

ATTACHMENT 4 - FLOWCHARTS FOR DELIVERY OF FUNDED REACTIVE & MAINTENANCE ACTIVITIES summarises the general work processes used to implement funded reactive maintenance activities in order to deliver the objectives of the Knox Road Management Plan.

The information provided is not intended to prevent the leadership team from:

o Undertaking unfunded maintenance activities to address identified public safety risks

o Undertaking unfunded maintenance activities to improve community outcomes where funds and resources are available through efficiency gains in other areas.

WORKS SERVICES – OPERATIONS MANUAL

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Table 1 – Leadership Team - Key Responsibilities

COORDINATOR

KEY RESPONSIBILITIES:

KNOX

KEY RESPONSIBILITIES:

KEY RESPONSIBILITIES:

KEY RESPONSIBILITIES:

KNOX WORKS SERVICES – OPERATIONS MANUAL

6 REPORTING FRAMEWORK It is expected that, as a minimum, the Coordinator will conduct the following meetings:

- Weekly Leadership Team Meeting

- Monthly Referrals Meeting

- Monthly Staff Meeting

These are minimum requirements only and do not preclude the use of additional meetings if required. Proposed agendas for each meeting type are provided in this section.

6.1 Weekly Leadership Team Meeting

The objective of this meeting is to support communication amongst the leadership team. It is expected that only the leadership team attend. Others may be invited to discuss specific issues as required.

The Coordinator must provide the Manager Operations with a copy of the minutes of each meeting at the Operations Monthly Performance Meetings and clearly identify issues that require resolution by the Manager or other Departments. Urgent issues that require prompt resolution should be raised immediately with the Manager Operations

AGENDA 1. Emergency Response Officer to report on:

Items overdue for inspection and temporary works, why and what is being done to ensure risk is mitigated

Incident reports Complex issues that have arisen and need support of others Issues arising from after hours Status of budget items under Emergency Response Officer’s responsibility

(after hours; sweeping; graffiti) Occupational Health & Safety Issues Issues requiring Coordinator decision Issues requiring Operations Manager decision Results of audits conducted including improvement actions identified Improvement actions implemented

2. Project Officers (Infrastructure & Drainage)

Progress of Routine Hazard Inspectors Items overdue for rectification, why and what is being done. Progress on current schedules Volume of Follow up Works Volume of work coming up (next two weeks; next month, next 2 months) Worksite traffic management performance Issues referred to others for further information Resource needs Occupational Health & Safety Issues

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Training requirements New works requests Budget status Occupational Health & Safety Issues Issues requiring Coordinator decision Issues requiring Operations Manager decision Contractor performance Results of audits conducted including improvement actions identified Improvement actions implemented

3. Works Services Coordinator

Feedback from leadership team meetings Response to issues requiring Coordinator, Operations Manager or other

Department decisions Results of audits conducted including improvement actions identified Improvement actions implemented

6.2 Monthly Referrals Meeting

The objectives of this meeting are:

To establish clear communication lines between the Coordinator and the Coordinator Construction

To developed agreed solutions for the rectification of infrastructure damage that is such that it requires asset renewal in order to restore functionality of the asset.

To ensure Leadership Team is aware of all issues that have been referred to others and that adequate risk mitigation measures are in place at the relevant sites to ensure risks are appropriately managed.

The Coordinator must provide the Manager Operations with a copy of the minutes of each meeting at the Operations Monthly Performance Meetings and clearly identify issues that require resolution by the Manager or other Departments. Urgent issues that require prompt resolution should be raised immediately with the Manager Operations

AGENDA

Review the Work Order System - Referred Works Report For all outstanding work orders discuss the following and document agreed outcomes

1. New Work Orders referred to Construction since previous meeting 2. Referred Work Orders:

a. Overdue b. Difficult to continue mitigating risks

3. Budget and resource issues 4. Works requiring support from other Council departments 5. Priority works to be undertaken by the next meeting

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6.3 Staff Team Meeting

The objective of this meeting is to demonstrate unity amongst the leadership team to the staff and communicate performance. It is expected that all staff attend.

AGENDA Coordinator

Information from relevant management meetings Results of audits conducted including improvement actions identified Improvement actions implemented Worksite Safety Worksite Traffic Management Occupational Health & Safety Issues Staff issues Training

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7 AUDITING The Form provided in Attachment 5 must be used by the Coordinator to audit the performance of each of the subgroups within :

o

o

o

For each item audited the Coordinator must indicate whether the department has complied with the relevant requirements. If there is evidence of non compliance then the issue should be described and recommended improvement actions recorded.

It is the responsibility of the relevant Project Officer to implement each improvement action on or before the due date for action and provide evidence that the action has been undertaken.

Within a week of the improvement due date the Coordinator must re-audit the non-compliant item(s) to determine whether the improvement action has been undertaken and attach evidence of improvement(s) to the Audit Form before presenting the results quarterly to the Manager Operations.

Non

Compliance(s) Identified?

Improvement Action(s)

Undertaken?

o Provide copy of Audit Form to Officer(s) responsible for addressing non-compliance issue(s)

o Re-audit non-compliant item(s) o Update Audit Form to record date improvement actions have been undertaken o Attach evidence of improvement actions to the Audit Form

No

Yes

o Record further actions required, if any

Knox Coordinator audits and completes one Audit Form for each Subgroup: o o o

Presents completed Audit Forms and supporting documentation quarterly to Operations Manager

No Yes Figure 2 – Audit Process.

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No

KNOX WORKS SERVICES – OPERATIONS MANUAL

8 KEY RELATIONSHIPS WITH OTHER DEPARTMENTS interact with all other Council departments. Key relationships are outlined in the table below. Council Department (Officer) Interface

o Works Services refer issues to the Construction Group where asset renewal is identified as the only way of repairing the asset in order to restore functionality. Works Services remain responsible for ongoing site surveillance and risk mitigation works at the affected site until the asset is repaired.

Construction

o Parks and Works Services work together to ensure infrastructure damage caused by vegetation is repaired in a manner that preserves both assets and minimises the risk of further damage.

Parks

o Works Services respond to all after hours call outs and undertake emergency repairs resulting from break-ins

Facilities

Traffic and Transport o Traffic and Transport provide specialist support to the Operations Centre for:

o the development and auditing of worksite traffic management plans

o traffic sign installation, location, type etc.

o Asset Strategy support the implementation of Council’s Work Order System and audit the implementation of the Knox Road Management Plan

Assets

Organisational Performance Support (Risk and Insurance Specialist)

o Council’s Risk and Insurance Specialist supports the Operations Centre during the annual Civic Mutual Plus insurance audit.

o Works Services report all incidents that may result in an insurance claim to the Risk and Insurance Specialist

Project Delivery

Place Management

Sustainability

o Works Services provide advice regarding long term maintenance of design proposals

o Organisation Development support skill development of all staff

Organisation Development

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9 TRAINING Coordinator is responsible for ensuring all staff are given appropriately training. Training types and frequencies are set out in ATTACHMENT 6 - SKILLS MATRIX for the leadership team and other staff.

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ATTACHMENT 1 – SERVICE LEVELS FOR ACTIVITIES NOT IN THE ROAD MANAGEMENT PLAN

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ATTACHMENT 2 – SUPPLIER & CONTRACTOR LIST

KNOX WORKS SERVICES – OPERATIONS MANUAL

ATTACHMENT 3 - REACTIVE & ROUTINE MAINTENANCE RESPONSIBILITIES

The spreadsheet presented here should be updated annually to reflect changes in funded maintenance activities. The Works Coordinator has overall responsibility for service delivery including the delivery of unfunded activities.

ROUTINE MAINTENANCE ACTIVITIES

ASSET CLASS

ACTIVITY CODE ACTIVITY

SERVICE LEVEL

FREQUENCY

BUDGET ALLOCATION CONTRACT RESPONSIBLE OFFICER

FOOTPATHS FP-ROU-027 Concrete Footpath Maintenance

Refer Knox Road Management Plan

34382 Footpath Maintenance

PROJECT OFFICER -INFRASTRUCTURE

DRAINAGE D-ROU-064 Clear Blocked Drainage Pits

Refer Knox Road Management Plan

34273 Road Side Entry Pit Cleaning

PROJECT OFFICER - DRAINAGE

DRAINAGE D-ROU-067 Litter Basket Maintenance Refer Knox Road Management Plan

34273 Road Side Entry Pit Cleaning GREG AND JOE TO SET UP SEPARATE ACCOUNT WITH KEITH

PROJECT OFFICER - EMERGENCY RESPONSE

DRAINAGE D-ROU-068 Gross Pollutant Trap Maintenance

Refer Knox Road Management Plan

34273 Road Side Entry Pit Cleaning GREG AND JOE TO SET UP SEPARATE

PROJECT OFFICER - EMERGENCY RESPONSE

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ACCOUNT WITH KEITH

DRAINAGE TD-ROU-070 Table/ Spoon Drain Maintenance

Refer Knox Road Management Plan

34331 Unsealed Roads / Grading Maintenance

PROJECT OFFICER - EMERGENCY RESPONSE

ROAD SURFACE

RS-ROU-012 Street Sweeping Refer Knox Road Management Plan

34115 and 34120 Street Sweeping

PROJECT OFFICER - EMERGENCY RESPONSE

ROAD SURFACE

RS-ROU-076 Crack sealing Refer Knox Road Management Plan

PROJECT OFFICER -INFRASTRUCTURE

UNSEALED ROADS

US-ROU-022 Dust Suppression Refer Knox Road Management Plan

34331 Unsealed Roads / Grading Maintenance (Funded for five roads only)

PROJECT OFFICER - EMERGENCY RESPONSE

UNSEALED ROADS

US-ROU-023 Unsealed Surface Repair (Grading)

Refer Knox Road Management Plan

34331 Unsealed Roads / Grading Maintenance

PROJECT OFFICER - EMERGENCY RESPONSE

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ATTACHMENT 4 - FLOWCHARTS FOR DELIVERY OF FUNDED REACTIVE & MAINTENANCE ACTIVITIES

The flowcharts presented here should be updated annually to reflect process improvements.

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ATTACHMENT 5 – AUDIT FORM WORKS SERVICES AUDIT FORM

AUDITOR: AUDIT DATE:

GROUP AUDITED: Emergency Response Infrastructure Maintenance Drainage Maintenance

RESPONSIBLE PROJECT OFFICER:

WORK ORDER(S) AUDITED:

WORK SCHEDULES AUDITED:

CONTRACTS AUDITED:

Auditor must check all items listed in the table labelled AUDIT RECORD below. All non-compliances must be reaudited a maximum of 5 working days after the due date indicated at the time of the original audit. The relevant Project Officer is responsible for delivery of nominated improvement actions.

Evidence of improvement actions must be provided by the Responsible Officer to the Auditor by the due date and recorded in the table labelled RECORD OF IMPROVEMENT ACTIONS UNDERTAKEN below.

When re-auditing non-compliance issues the Auditor must indicate the date the improvement action was completed and nominate further actions if required. Copies of evidence should be attached to this form.

AUDIT RECORD

ID ITEM COMPLIANCE (Y/ N / NA) ISSUE DESCRIPTION DUE DATE REQUIRED IMPROVEMENT ACTION

DATE COMPLETED

1.0 Compliance with Knox Road Management Plan (Desktop Audit )

1.1 Inspections completed on time Page 23 of 29

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ID ITEM COMPLIANCE (Y/ N / NA) ISSUE DESCRIPTION DUE DATE REQUIRED IMPROVEMENT ACTION

DATE COMPLETED

1.2 Temporary Works completed on time 1.3 Evidence that work sites are reinspected to ensure

temporary webbing and signs remain in place. 1.4 Rectification Works completed on time 1.5 Medium and Low risk issues generally programmed 1.6 Rectification Works completed on time 1.7 All Work Order documentation completed correctly 1.8 Routine Services recorded and quantified 1.9 Evidence that worksites are audited 1.10 Evidence that hazard inspections are up to date 2.0 Compliance with Road Management Plan

(Site Audit - minimum 3 worksites) 2.1

Temporary Works completed to a standard that will retain the asset in a safe functional condition until permanent repair is completed

2.2 Evidence that risk is managed at worksites where repair works are incomplete

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ATTACHMENT 6 - SKILLS MATRIX

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Primary Position Frequency 1yr Coordinator Works Services Project Officer - Infrastructure Project Officer - Drainage Hazard Inspector Project Officer - Emergency Response Works Employee Works Plant Operator Works Plant Operator Works Plant Operator Works Driver Works Employee Works Driver Works Driver - Flocon Works Employee Works Employee Reactive Maintenance Officer

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KNOX WORKS SERVICES – OPERATIONS MANUAL

Works Employee Reactive Maintenance Officer Works Plant Operator Works Employee Gen Maintenance Truck Driver Plant Operator Works Employee Works Driver * The blue colour denotes the training requirements for this position ** ***

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