The Service Delivery Group was established in late 2000 as part of the council's restructuring to provide an effective management organisation for service delivery relevant to the District's current and future needs.
In December 2003 the Operations Team was brought in-house (previously contracted to Montgomery Watson Harza).
Service Delivery Group Structure
Group Manager
John Whittle
Community Services
Manager - John Rich
Customer Services
Manager - Janice Mercer
Operations Team
Manager - Greg Hampton
Roading
Manager - Steve Bremner
Utilities
Manager - David James
Projects
Manager - Viv Eyberg
Role of Service Delivery
Service Delivery will deliver:
- Effective and efficient delivery of services (utilities, roading and community services)
- Delivery against agreed levels of service
As part of Asset Management Plans (currently working from basic to advanced) and the annual planning round, levels of service are identified. These levels of service form the specifications against which operations and maintenance services are delivered and renewal and capital works are programmed.
Project Management
Taking the Client Representative and in some cases the Project Manager role in delivering the renewal and capital works programme as it relates to "District Activities" and "District Activities - Community Input" (Refer to Council - Community Board Delegations).
Monitoring Actual Performance
Service Delivery - What We Want
- A consistent and strong customer service culture
- A strong focus on contract and relationship management
- To strengthen our project management processes
- Improved service delivery
Asset Management Plans (AMPs)
Asset Management Plans (AMPs) are a combination of management/financial/economic/engineering and other practices applied to assets to provide the required level of service in the most cost effective manner.
There is not a legal requirement to prepare AMP's, but there is a legal requirement to prepare a long term financial strategy, fund depreciation of infrastructure assets and report on changes in service potential of infrastructure assets. The Audit Office view AMPs as the means of compliance with the above legal requirements.
The key components of AMP's are:
- Levels of Service and performance standards
- Growth forecasts
- Asset Portfolio/Register containing data on inventory, condition, valuation, performance and maintenance etc.
- Management Strategy covering non asset solutions, operation, maintenance, renewal, capital and risk profiles.
- Financial forecasts, cash flow forecasts and valuation forecasts.
- Key assumptions
- Asset Management Improvement Plan.