Job Description Asset Planning Engineer Senior

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1 Asset Planning Engineer Senior Department: Business Unit Group: Direct Line Manager: Water Services Service Delivery Leader Direct Reports: Delegations: Primary Location: Job Summary and Purpose: House of Waipa (HoW) Our purpose is to partner the community in promoting the well-being of the Waipa District and its people. We do this by being: Economically progressive Environmental and cultural champions Asset Planning Engineer, Asset Coordinator, Asset Information Officer and Water Demand Officer Please refer to Waipa District Council s Delegations Register for the specific delegated authorities that are applicable to this role; The Job holder is expected to maintain and present a Council warrant when conducting Council business in the Waipa District. Mobile between Council Offices and around the District to fulfil the Key Responsibility Areas as provided. To develop and implement strategies and asset management plans for Council s strategic/long term infrastructure planning as it relates to water, wastewater and stormwater assets. Develop asset management plans for the 3 waters. Ensure accurate asset data is capture and reflected in AssetFinda to support a robust asset renewal and maintenance profile. Ensure water supply demand management is undertaken to meet the objectives of the District Water Supply Strategy Connected with our community Socially responsible Conducting ourselves on a day to day basis in accordance with our core Waipa Values which are: We have a Can Do Attitude and Own What We Do, Are Honest, Act with Integrity and Care for Our People, Inspire People to Exceed Expectations, Pursue Excellence in all We Do, And we have Fun and Celebrate Success!

2 Where do you fit in at Waipa District Council? Your House of Waipa Key Result Areas KEY RESULT AREAS (KRAS) Facilitate the provision of technical advice and input into the development of strategic planning framework (House of Waipa) through appropriate project prioritisation and implementation. Provide technical advice on asset management practices, and asset management plans to inform infrastructure planning and strategies. Provide technical advice on 3 water infrastructure to both internal and external customers as required. Facilitate the utilisation of Asset Management Plans and other essential Plans. Develop strategies for three waters infrastructure as necessary ensuring alignment with Sub Regional Three Waters strategy. Facilitate the implementation of the District Wide water supply Strategy and Consent Strategy through the effective project Page 2 of 8 STRATEGIC PLANNING AND DEVELOPMENT Water(s) Strategies are widely consulted and understood incorporating input and resources from a variety of sources. Water services team delivers on key targets for existing strategies, plans and policies. Three Waters strategy objectives are reflected in key strategic infrastructure action plans and policies. Asset management plans are accepted for inclusion in the business, and are actively used by the waters team. AMP s reflect the long term planning for infrastructure. Development Manual is up-to-date ensure new infrastructure is installed/constructed per standard. Relationships with key internal stakeholders are nurtured. Collaboration and consultation with key stakeholders is relevant and achieves successful outcomes.

3 KEY RESULT AREAS (KRAS) scoping and water demand management. Ensure Bylaws are maintained and updated. Key documents are incorporated in business processes. Water demand management is successful and meets the objectives of the District Wide Water Supply Strategy. Identify and coordinate the key projects for the Three Waters to a 30 year programme. Ensure projects are well scoped, designed (if applicable) and handed over to Project Delivery unit or contracts team with appropriate parameters. Work collaboratively across the waters services team and project delivery unit to achieve the delivery of projects, resolve complex water services issues and prevent the escalation of risk to the water services works programmes and projects. Delegate project work and work programmes effectively to direct reports and contract team and Project Delivery Unit as required. Oversee the collecting, analysing and interpreting of asset information as it relates to the Three Waters Inform long term projects, financials and strategies with considerations for district growth, upgrades, renewal/maintenance PROJECT SCOPING AND MANAGEMENT UTILITY ASSET MANAGEMENT All projects are prioritised and completed in accordance with Waipa s strategic framework. Projects are sustainable and resource efficiencies are achieved. High priority key projects are identified and delivered in line with organisational standards. Accurate budgets for LTP and Annual Plans are submitted within required timeframes and are compliant with the Levels of Service agreements. Large capital projects are transferred to the Project Delivery Unit with sufficient information to enable the project to be delivered on time and budget, and fulfil the strategic objectives. Minor works and renewal work programmes are transferred to the Waters Contract team with sufficient information to enable the project to be delivered on time and budget. Project work is delegated appropriately according to area of speciality and is done so in a timely manner. Reporting tools inform the Infrastructure Planning team of potential risks and issues prior to them becoming real and requiring remedial action or escalation. Proactive communication prevents risks or concerns from unnecessarily being escalated. Project plans incorporate and account for the inter-dependencies as necessary. Asset Management Plans (AMPs) accurately reflect outputs from capital works and operational works conducted by the Infrastructure Planning Team. Long Term Plan and infrastructure policy incorporates considerations that may impact Page 3 of 8

4 KEY RESULT AREAS (KRAS) work and new works. Provide technical advice and expertise to key stakeholders (internal and external) on water services infrastructure planning and asset management practices, relevant legislation and, Council policies and bylaws relating to water services. Liaise with Asset Information Analyst, GIS, asset information officers and other key stakeholders to submit accurate and relevant data for AMP updates and reviews. Prepare and submit reports on the engineering aspects of projects. Fosters relationships with the Council and Service Delivery Committee. TECHNICAL ADVICE AND ADMINISTRATION on its future relevance and projects are prioritised accordingly to meet the future needs of the district. Engineering advice and expertise is provided in a manner that meets the customer needs. Accurate reports are prepared with the recipient in mind, and are completed within the agreed timeframes. Advice and support provided to Council and the Service Delivery Committee is well received and respected. Stakeholders express confidence in leadership and strategy. CUSTOMER SERVICE & RELATIONSHIP MANAGEMENT Customer Service Promote a customer first and first contact resolution culture within the department, and the wider Council. Maintains high level of customer service under all conditions, devising solutions and meeting commitments within timeframes and constraints. Effectively balances the conflicting demands of various customers. Adheres to Council s Confidentiality policies and relevant legislation, in all customer interactions. Relationship Management Builds effective relationships with internal customers and customers from other local authorities, contractors and consultants. Promotes the sharing of information between departments and teams. Work collaboratively and provide engineering support/back up to the business unit. Customer Service Staff are available and responsive to customers and their enquiries. There is evidence of improving customer service with new initiatives within the department. Customer enquiries/requests, CRMs and correspondence is responded to in the required timeframe and are followed through in a manner that promotes resolution. Complies with Council s confidentiality policies when dealing with customer information and requests. Relationship Management Is able to call upon departments and other Local Authority staff for assistance with ease. Utilises a two way communication and demonstrates a proactive approach the closing off the feedback loop. Stakeholders express confidence in leadership and strategy. Page 4 of 8

5 KEY RESULT AREAS (KRAS) Actively participates in their health and safety (H&S) responsibilities as outlined in Council s H&S Management Programme. Follow all established work procedures with particular regards to the requirements for H&S, including the use of PPE. Report any accidents, and near misses to direct manager and participates in any subsequent investigation with the objective of preventing reoccurrence. Actively participate in the identifying and reporting of hazards. Actively participate in health and safety induction and training that is relevant to the position. Provides feedback and supports managers in their efforts to promote H&S changes following an audit or investigation as required. Actively promotes and supports health and safety, and wellbeing initiatives or opportunities for improvement. HEALTH & SAFETY Breaches of H&S procedures and practices are escalated to direct manager as soon as they become known. Adheres to all H&S practices and rules as they relate to the position and working environment(s) and seeks out advice when unsure. All accidents/incidents/near misses are reported (HASIE 1) to the direct manager within 48 hours of their occurrence. HASIE 5 is completed and relevant advice is sought when hazards are identified. Completes Council s H&S Induction within first 6 months of employment. Proactively contributes to any H&S audits as requested. Acts as an internal advocate for H&S and Wellbeing initiatives. PROFESSIONAL ACCOUNTABILITY AND DEVELOPMENT HoW Values Actively supports and models the required HoW Values and required behaviours of the role (internally and externally). Abides by the general expectations as outlined in Council s Code of Conduct, policies, guidelines and procedures. Professional Development Takes personal responsibility for discussing their performance and professional development with their direct manager. Demonstrates commitment to up-skilling and further developing specialist knowledge and best practice initiatives. Continuous Improvement Uses the Lets Improve programme to identify opportunities for improvement and as necessary works across the organisation to actively implement the necessary changes. Other Organisational KRA s Provides assistance and support during Civil Defence (CD) activities as required. HoW Values Champions the Waipa Values in all professional interactions, and seeks approval and/or when unsure seeks feedback in an appropriate manner. All relevant policies, procedures and standards are adhered to and opportunities for improvement are communicated through the appropriate channels. Completes a community service activity annually. Professional Development Takes an active role in own PDR and raises any concerns in a constructive manner that does not undermine good faith. Takes an active approach in familiarising themselves with the relevant plans, procedures, policies, processes and statutory requirements that can or may relate to their role and to the wider Council. Continuous Improvement Significantly contributes to and/or champions a Lets Improve project through Page 5 of 8

6 KEY RESULT AREAS (KRAS) Fulfils all other assigned responsibilities and/or project work in a professional and timely manner. to completion. Other Organisational Performance Outcomes Support is provided during Civil Defence activities, and training is fulfilled as directed. Positive feedback is received by manager regarding the employee s ability to go the extra mile and achieve positive results when fulfilling additional responsibilities or completing project work as assigned by manager. Internal Approval Approved By: ASSET MANAGEMENT TEAM LEADER Date Approved: From time to time the Asset Planning Engineer Senior will be reviewed and altered in consultation with the current Job Holder(s). Such reviews will generally occur in response to changes in statutory requirements, internal changes (i.e. processes, technology etc) and prior to a job validation exercise. All of these changes must have the prior approval of the Manager Human Resources. If, following consultation with the current job holder(s), it is proposed that the Key Result Areas (KRAs) of the role will change by +/- 25% and/or the position title may change, prior approval will be sought from the Chief Executive, relevant Group Manager and Manager Human Resources. Job Holder Acknowledgement and Agreement I, acknowledge and agree that the Key Result Areas (KRAs) and Key Performance Outcomes outlined above are what is expected of me and what will be used to measure my performance while I am employed with Waipa District Council as Asset Planning Engineer Senior. I also acknowledge that by providing my signature below I will raise any concerns about the above expectations in an appropriate and constructive manner with my direct manager and will actively contribute and participate in a consultation process should this job description be reviewed whilst I am the job holder. Signed: Job Holder Name: Date: Page 6 of 8

7 Person Specification Asset Planning Engineer Senior Essential Degree in Civil Engineering (or equivalent level of learning through experience). PROFESSIONAL/TECHNICAL QUALIFICATIONS Desirable Post-graduate university civil engineering qualification. CPENG accreditation IPENZ membership Project management Diploma Health & Safety certification Essential At least 10 years of civil/structural engineering, inclusive of experience in public asset engineering projects. Project management experience. RELEVANT WORK EXPERIENCE Desirable Previous experience working in a similar local government organisation. Health and Safety representative The following demonstrates the expectations of an effective and competent job holder (i.e. the employee s ability to achieve an overall PDR rating of 5 or more). This does not necessarily represent the current job holder s competencies, skills and attributes. Areas of particular strength and those that require further development are discussed between the direct manager and job holder when first appointed and as part of Council s Performance Development Review (PDR) process. Essential JOB RELATED COMPETENCIES, SKILLS AND ATTRIBUTES Technical Skills Knowledge of NZ general standards and regulations. Excellent ability using MS Excel and Outlook. Good working knowledge of MS Office applications and internet explorer. Understanding and application of contract law Understands and applies health and safety practices. Practical understanding and application of engineering design principles. Technical knowledge of civil/structural engineering design including hydraulics, hydrology, treatment plant operations, structural, pipe design. Prepare, analyse and interpret financial information. Able to analyse and interpret data and Desirable Technical Skills Knowledge of the Local Government sector and municipal engineering. Knowledge of the International Standard for Asset Management Able to develop long term infrastructure strategies and plans. Excellent skill level using MS Office applications (excluding Excel). Ability to use financial reporting and programming software tools. Communication Skills Ability to relay technical information to nontechnical stakeholders effectively. Effectively resolves conflict Excellent public speaking and presentation skills. People Skills Handles complex/contentious issues with Page 7 of 8

8 Essential JOB RELATED COMPETENCIES, SKILLS AND ATTRIBUTES financial reports, and utilise these to inform decision making. Communication Skills Effectively gives and solicits feedback to ensure understanding. Persuasively communicates point-of-view to others and negotiates effectively. Contributes to an operate exchange of ideas in meetings/discussion in a constructive manner Written and verbal reports to supervisors and upper management are clear, concise and well received. People Skills Develops enduring relationships and maintains an atmosphere of trust. Takes the initiative to build/strengthen relationships with key stakeholders. Personal Accountability and Self Management Takes appropriate and reasonable steps to solve problems or improve the status quo. Self-starter that sets and achieves own goals. Maintains positive focus even under pressure. Displays a willing flexibility, adapts well to organisational change. Has an organised approach to tasks and manages time to ensure timeframes are met accordingly. Physical Capability Can work at computers for long periods of time Physically fit and able. Desirable balance and fairness, and considers the long term impacts Creates opportunities for consultation by facilitating process with diverse groups and cultures. Personal Accountability and Self Management Drives business results by aligning the vision, mission and values to enhance business value Understands the political nature of the organisation, development and implementation of policy. Projects an image of maturity and integrity that creates credibility Thinks broadly and conceptually, considering strategies and possibilities to drive the organisation forward. Page 8 of 8

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