CGSC Operations manual - MWOA docs/cgsc_operations_manual.pdf · OPERATING GUIDELINES ... DISPOSAL AND WASTE MANAGEMENT ... CGSC Operations Manual V1.0 7 Security and Access

DEPOT OPERATIONS MANUAL

Approved by: David Sutcliffe Position: General Manger Technical Services Document Owner: Glenn Deaker Position: Manager Operations Phone: 54610651 Review period: Six monthly or as applicable

CGSC Operations Manual V1.0 2

CONTENTS 1. INTRODUCTION ............................................................................................... 3 2. OBJECTIVE ........................................................................................................ 3 3. DEFINITIONS .................................................................................................... 3 4. OPERATING GUIDELINES .............................................................................. 4 4.1 SECURITY AND SITE ACCESS ...................................................................... 4 4.1.1 External site fencing and warning signage .......................................................... 4 4.1.2 Internal site and compound fencing ..................................................................... 5 4.1.3 Control of locked storage and work areas ........................................................... 6 4.1.4 Control of open storage areas .............................................................................. 7 4.1.5 Depot lighting ...................................................................................................... 7 4.1.6 Depot Security System ........................................................................................ 8 4.1.7 Lock control and key access ................................................................................ 8 4.1.8 Site Access Control ............................................................................................. 9 4.2 DISPOSAL AND WASTE MANAGEMENT .................................................. 10 4.2.1 Waste services, disposal and examples ............................................................. 11 4.2.2 Scrap Metal ........................................................................................................ 11 4.3 STOCK CONTROL .......................................................................................... 12 4.4 PROCUREMENT AND ORDERING .............................................................. 12 4.5 PLANT USE AND STORAGE ......................................................................... 14 4.5.1 Mobile Plant ...................................................................................................... 14 4.5.2 Small Plant ......................................................................................................... 15 4.6 PLANT DEFECT REPORTING AND TAGOUT ............................................ 16 4.8 FUEL AND LUBRICANT CONTROL ............................................................ 18 4.9 DEPOT ADMINISTRATIVE ........................................................................... 19 4.9.1 Customer Service ............................................................................................... 19 4.10 PLANT REPLACEMENT AND SALE ............................................................ 20 4.11 OPERATIONAL EMEGENCY MANAGEMENT .......................................... 21 4.11.1 Low Scale Event ................................................................................................ 22 4.11.2 Procedures during an event ................................................................................ 22 4.12 ON CALL AND AFTER HOURS WORKS ..................................................... 23 4.13 SUNDRY SERVICES ....................................................................................... 24 4.14 INVOICES AND APPROVALS………………………………………………24 4.15 CLOTHING AND PERSONAL PROTECTIVE EQUIPMENT……………...25 ANNEXURE STANDARD OPERATING PROCEDURES (SOP’s): ........................................... ANNEXURE 1 OHS POLICY AND PROCEDURE MANUAL ...................................................... ANNEXURE 2 PROCUREMENT POLICY ..................................................................................... ANNEXURE 3 SPECIFICATION CHECKLIST .............................................................................. ANNEXURE 4 OPERATIONAL CUSTOMER SERVICE PROCEDURE ..................................... ANNEXURE 5 RISK ASSESMENT AND SAFE WORK METHOD STATEMENT ..................... ANNEXURE 6 MUNICIPAL EMERGENCY MANAGEMENT PLAN (MEMP)………………...ANNEXURE 7


1. INTRODUCTION This document provides a guide to general depot operations, it refers to policy and procedure information and provides best practice guidance on the day to day operations within the depot. It also outlines the responsibilities of all operational staff including their requirements to ensure that the relationships, in respect to on field operations, are in line with and compliant with depot operations. 2. OBJECTIVE The objective of this guide is to have in place a standard quality controlled process for all facets of depot operations irrespective of individual employee’s roles and responsibilities; this is to ensure that operations are compliant with Legislation, Policies and Procedures that apply to Central Goldfields Shire Council and more specifically depot operations. 3. DEFINITIONS Depot - the operational base of outdoor and administrative staff that are connected with internal (in house) Council Operational works. Departments - the Operational departments or work groups which operate from the depot, these include; Rural Works and Construction, Town Pride Parks, Buildings Maintenance and Cleaning; Workshop; Depot Administrative. Supervisor - Department Supervisor who is directly responsible for their own work group who include; Rural Works and Construction Supervisor, Town Pride Parks Supervisor, Buildings Maintenance and Cleaning Supervisor; Workshop Supervisor; Depot Administrative (Manager Operations). All staff under their respective Supervisors report directly to them. Team Leader - the on ground Team Leader who is responsible for on site supervision and planning of work teams within their department, the Team Leader liaises directly with staff and the Department Supervisor. Supervising Officer - a Council Officer that is delegated as a Supervisor, this is usually after hours or when an extended event occurs when the usual supervising staff are unavailable. Depot Officer - means staff that work solely within the depot and are connected to all departments in Council and external liaisons as well as deal with the public on a day to day basis, these staff report directly to the Manager Operations. Employee - means the employee that works within their respective department under the guidance of the Team Leader and or the Supervisor. Contractor - an external contractor that is involved directly with Council works, provides a service to Council, has been involved in working on Council assets, or may have dealings with Council.


Subcontractor - a secondary contractor that has been engaged by a primary contractor. Stock item - an item or goods that are held in anticipation of being allocated to a person, job or asset of Council, these items or goods are monitored and replaced on a needs basis by the Depot Operations Officer. Stores item - an item or goods that are stored for works, these goods or item have usually been pre allocated to a person, job or asset of Council or maybe surplus to previous jobs, depending on the goods, these are controlled by the department Supervisor. Safe Work Method Statement (SWMS) – a field evaluated Risk Assessment that is undertaken when a high risk activity is identified, a SWMS must involve all staff associated or exposed to the risk, the SWMS is used to mitigate risks and reduce the likelihood of an incident occurring. 4. OPERATING GUIDELINES 4.1 SECURITY AND SITE ACCESS

Depot security applies both during and after normal working hours, the prevention measures may differ however the objective is to protect Council owned assets against; theft, damage or incidents that result in a financial loss to Council. Access control also maintains security and protects staff and public safety in the depot environment. Security of the depot site starts with the integrity of the infrastructure in place to protect the assets within, these include:

4.1.1 External site fencing and warning signage

External site fencing and warning signage are the first line of defence in regards to site access and security. The integrity of this infrastructure is paramount in deterring unwanted or illegal access to the depot site and controlling movements of staff and the public during operation. The external fencing must be in good condition to be effective, this includes: • Secure to a height of no more that 100mm from the ground. • Tensioned sufficiently so that it cannot be breached by lifting or pulling

down. • Tie wired to each supporting post. • Have a three tier barbed wire top that is well tensioned. • Gates that are of good condition and locked with Council’s locking system

in place. • Signage in place to alert of Security cameras in operation at every gate and

at 50m intervals around the boundary. • Repaired to its original integrity if breached. Responsibility and requirements


The responsibility of ensuring that the external fencing meets the required integrity is that of the Depot Operations Officer. On a weekly basis the Officer is required to audit the external fencing and gates to ascertain if any breaches or damage has occurred. It is the Officers responsibility to ensure that the appropriate repairs are carried out either on a temporary or permanent basis. Any works required shall be done in accordance with the urgency required to uphold the integrity as set out in the points above, this can be done via a work request if beyond the capabilities of the Officer at that time. Should a breech of security be detected or suspected by other means than an obvious breech of the external fencing, the fencing must be checked as to identify a possible point of entry, this is the responsibility of the Depot Operations Officer. It is the responsibility of all staff to report damage to the external fencing to their direct Supervisor or the Depot Operations Officer for action. During working hours it is the responsibility of the Depot Operations Officer to complete an incident report and notify Police in regards to any breech of security within the depot and inform the Manager Operations immediately of such instances. After hours it is the responsibility of the elected ‘On Call Officer’ to undertake the same process on behalf of the Depot Operations Officer.

4.1.2 Internal site and compound fencing

Internal site and compound fencing protects against unwanted access by either staff or members of the public, these areas are generally a controlled space to ensure that stock and materials are protected against theft or uncontrolled distribution. They can also ensure that access it restricted at different times. These sites may be controlled by varying degrees of security and include sites and areas such as: • The compound gates between the main depot and the Pound, Parks & SES

compound. • Kodol Place stack site (although off site) Responsibility and requirements Pound/Parks/SES compound It is the responsibility of the Depot Operations Officer to ensure that all storage areas within the Depot are controlled, it is also their responsibility to ensure that the compound gates are secured at the end of each day so as to ensure that access is not possible from the Pound, Parks & SES compound after hours. In


their absence this will be done by the Supervising Officer designated to undertake the lockup. Kodol Place Stack Site It is the responsibility of the employee who accesses the Kodol Place stack site to ensure they secure the gate when leaving the site, it is in turn the responsibility of the respective Supervisors to ensure that staff comply. The structural integrity and maintenance of internal site and compound fencing requirements are the same as set out in 4.1.1

4.1.3 Control of locked storage and work areas

Locked storage areas consist of various configurations for varying purposes and are areas that are locked for the purpose of theft prevention, stock control, plant security and controlled access. These areas are controlled by different staff with varying degrees of access, they relate to: • Stock Controlled areas (Depot Operations Officer) Stock • Fuel areas (Depot Operations Officer) Stock • Paint stores (Depot Operations Officer or Supervisor) Stock and Storage • Maintenance stores (Supervisors) Storage • Workshops (Supervisors) Security and access • Mobile locked storage (Staff and Supervisors) Security and access • Small Plant storage (Depot Operations Officer or Supervisor) Security and

access Responsibility and requirements Stock It is the responsibility of the Depot Operations Officer to ensure that all stock storage areas are secure and access remains limited to those authorised to enter these areas. Storage It is the responsibility of the Supervisor and the persons with designated access to ensure that all storage areas are secure and access remains limited to those authorised to enter these areas.


Security and Access It is the responsibility of the Supervisor to ensure that access to Workshops, Mobile Storage (tool boxes, tool trailers etc) are secure and access is limited to those authorised to enter those areas, it is the Supervisors responsibility to ensure staff adhere to the requirement of ensuring that these areas are secure and that lock up is complete at the end of each day worked.

4.1.4 Control of open storage areas

Open storage areas are areas where items may be stored that do not require, or are not able to be stored in secure areas within the depot, these items may be plant items or attachments, construction materials, racking stored items, signage, larger stock items or materials and other items used in Council operations. These items are generally trusted with staff and are mostly used during the course of their work and returned after use, stock items that are in open storage are generally large items that require forklift or other mechanical intervention to remove them from the depot site. Responsibility and requirements It is the responsibility of the Supervisor to ensure that staff members return all stored items to their designated areas after use. Unsecured stock items must be booked out through the Depot Operations Officer prior to removal, this includes stored aggregate materials. It is the responsibility of the Depot Operations Officer to periodically audit openly stored items to ensure compliance is being adhered to as a measure of stock control. Any discrepancies are to be bought to the attention of the Manager Operations.

4.1.5 Depot lighting

The Depot lighting is integral as a deterrent to illegal access being gained to the depot during the night, the existing lighting is designed to light up the open space areas within the depot as a deterrent by exposure. The lighting also supports after hours activities that on occasions may be required, usually in the event of an emergency such as major flooding or storm events where Council Operations proceed into the night. Responsibility and requirements It is the responsibility of the Depot Operations Officer to ensure that all lighting is working appropriately, this shall be done by periodic checks by a qualified


electrician every 6 months to ensure all lights are working and night sensors or timers are correctly set. Intermittently this may also be arranged by observation of staff that begin work before daylight such as the Street sweeper operator in consultation with the Depot Operations Officer.

4.1.6 Depot Security System

The depot security system is a monitored alarm system that relies on internal and external sensors that are strategically placed around the Council depot and building to alert the appropriate persons or authorities that illegal access has been gained to the depot. Responsibility and requirements It is the responsibility of the Depot Operations Officer to ensure that the system is working appropriately, should any faults occur it is the Officers responsibility to arrange repair or service with the required contractor, periodic checks by a qualified service contractor shall be done every 12 months to ensure the system is working correctly. Each staff member with depot key access shall be issued with an individual electronic key to control the alarm system. It is the responsibility of the staff member to ensure the keys are kept safe and in good condition, each person will be trained on its use by the Depot Operations Officer when issued. It is the responsibility of the Officer on Call to action any alarm calls, the normal call out procedure shall be followed and Police assistance should be requested in events where it is believed that illegal access to the depot has been gained as determined by the staff member called out. It is NOT the responsibility of staff called out due to an alarm to challenge persons that have gained access illegally, the role of that person is to observe for any irregularities and call for Police assistance directly or through the Officer on Call if required. If the person called out feels uncomfortable then Police assistance shall be requested before going on site. Refer Annexure: 1 (SOP: 55 Alarm Response Procedure). It is the responsibility of the Depot Administration Officer to download an access report on a monthly basis and forward to the Manager Operations.

4.1.7 Lock control and key access

Lock control and key access is requested by the relevant Supervisor for their staff, access is limited in most cases due to Councils key system being relevant in regards to required access. Locks such as compound, workshop, stock and store areas are limited access area’s and only authorised staff have access.


Some areas such as compounds and internal gates may be regarded as low security and access may be granted to a larger proportion of staff. Responsibility and requirements It is the responsibility of the Supervisor to arrange the issue of relevant keys to staff based on their required access, each staff member must sign the Council’s key register for their key issue and remain responsible for them while trusted with them. It is the responsibility of the Supervisor to ensure that all keys are returned at the end of employment and the key register signed to reflect this. It is the responsibility of the Depot Operations Officer to ensure that the correct locks are located in the correct locations within the depot. It is also their responsibility to replace faulty locks as required.

4.1.8 Site Access Control

Due to the geographic nature of the depot site there is an overlap of public access and restricted depot areas, this is due to public access to the administration office and the public standpipe sales being within the depot compound. Site access control applies during and after normal working hours. It is applied for various reasons which include; • Controlling public movement access within the depot during operation • Controlling the flow of traffic within the depot during operation • Securing the site after hours and when the depot is vacant Responsibility and requirements Controlling public movement access within the depot during operation Controlling public access within the depot is the responsibility of all employees while on site. Although signage and markings may indicate that all visitors must report to the office, this often goes unregistered or ignored by members of the public. Should any employee encounter a member of the public that is beyond the bounds that are reasonable for their required access or are beyond the visitors car park or entry areas it is required that the staff member politely ask what their inquiry is and direct them to the administration office. All persons including staff and visitors that are beyond the car park, entrance or administration office areas of the depot must be wearing a high visibility vest or


clothing while on site, visitors other than those involved with standpipe sales must be signed in on arrival and out on departure with the nature of their business specified. Refer Annexure 2 (Occupational Health and Safety Manual, section OHS 061, Procedure for Visitor Safety). Controlling the flow of traffic within the depot during operation The flow of traffic within the depot is specified by signage and markings, it is the responsibility of all employees to adhere to the signage and report any concerns to their Supervisor for action. During certain activities such as loading of materials with machinery, access may be limited as a safety precaution, this may be done by such means as signage and traffic control devices. It is the responsibility of all staff to assess the risks and apply the required measure to reduce the risk to an acceptable level or report the potential risk to their Supervisor for guidance. Securing the site after hours and when the depot is vacant Due to the nature of depot operations the site is often accessed outside of normal operating hours, this is due to; cleaning staff, street sweeper staff, after hour call out staff requiring access to the depot compound to carry out their required duties. It is the responsibility of all staff working in these situations to ensure that the depot is in no circumstances left unsecured when vacant, all areas that were previously secured must be secured when leaving the site.

4.2 DISPOSAL AND WASTE MANAGEMENT

The monetary value of waste material is generally low. However, Council has a responsibility to recover costs on disposed assets when possible. Assets that no longer have a purpose or do not warrant being sold by public auction such as scrap metal is regarded as waste. Disposal of scrap waste or any Council property must be completed using a transparent process. Disposal of depot scrap metal will be via the Waste Contract. Payment will be made to Council through invoice / credit facilities via Council’s accounts department. Under no circumstances will money be taken at the Depot for disposal of any goods. The disposal of scrap and low-value items can be seen by some as a trivial issue, however the disposal of scrap and low-value assets can be a serious issue. When the disposal process is not properly dealt with by Council, bad practices can quickly lead to misconduct.


Where there are poor or inadequate controls, the situation can be exploited for more major corrupt misconduct. It can also create contentiousness between other staff and the public about the right of people to acquire what is essentially a public asset. 4.2.1 Waste services, disposal and examples

Council currently contracts its local (depot only) waste services to pick up a skip bin once a week, the waste is general rubbish and broken or unwanted materials that no longer have a use for Council. On occasions the clean up of areas within the depot will occur and waste that is surplus to the weekly collection will mount and may require other means of disposal. These items will be transferred to the Transfer Station for disposal. Staff are prohibited from personally acquiring items from the waste area and any removal will be regarded as theft and dealt with as such. Staff may purchase waste from the Transfer Station operator by a public sale arrangement, and should obtain a receipt with any transaction. Following are some examples of the items, but not restricted to: sand, gravel, cement, chemicals, paint, ink, insecticides, turf, hardware items, lengths of pipe, electrical cables, metal sheets or rods, aluminum, timber, plumbing fittings, detergents, fuels, oils, lubricants and solvents, scrap metals, steel posts, plumbing brass, aluminum street signs, reusable plastic and metal containers, railway sleepers, telegraph poles, posts, paving stones, vehicle tyres, foodstuffs, pharmaceuticals, mobile phones, video equipment, IT equipment, out-of-date promotional items, presentation, folders, publications, stationery, office furniture, IT equipment, office fittings, fittings made to incorrect measurements, books with printing errors, items made from flawed materials, cameras, calculators, electrical hand tools, minor surgical implements or first aid materials, teaching aids, computers, printers, office machines, audiovisual equipment, refrigerators, microwave ovens and other items used by Council

4.2.2 Scrap Metal

Scrap metals shall be collected at the depot in bins. All metals will be separated into relevant collections, and some items may need cutting and separation. Scrap metals will be collected as required and arranged. Responsibility and requirements It is the responsibility of the Depot Operations Officer to ensure that waste services are reliable and serving the purpose that they engaged to do, a quarterly contractor review should be done and forwarded to the Contract Manager.


Ownership of disposed items or materials remains that of Council until such time as it is either picked up and removed from the Council premises or is unloaded at a Waste Transfer Station. It is the responsibility of the Supervisor to ensure that their staff are aware of the requirements of waste disposal, they are also responsible to ensure that surplus waste is disposed of appropriately in approved bins or at a Waste Transfer Station

4.3 STOCK CONTROL

Stock control involves items or goods that are held in anticipation of being allocated to a person, job or asset of Council, these items or goods are monitored and replaced on a needs basis. Stock control involves processes that ensure accountability and efficiency by having items at hand when required. Stock control must be highly guarded as to maintain an accurate register of what has been used and what needs to be replaced, weak exposure of stock will invariably lead to items being unofficially allocated and not replaced or the theft of goods or items. Responsibility and requirements It is the responsibility of the Depot Operations Officer to control all inward and outward stock from their respective locked locations, this requires all stock issues to be recorded and reconciled accordingly, access to the different areas are controlled either by personal retrieval and issued by the Officer or by enabling the staff member access depending on the stock being issued. Periodic stocktakes should be completed throughout the year by the Depot Operations Officer with a budgetary stocktake completed in June of each year. It is the responsibility of the employee to ensure that authorisation is obtained before any stock taken, is allocated correctly in advance of it being used or removed.

4.4 PROCUREMENT AND ORDERING

Council is a substantial organisation and the volume of purchasing undertaken for the organisation is significant. It is important that Council buys well and efficiently administers and accounts for its purchases. In all purchasing decisions, officers must consider a number of factors including best price, lowest cost of acquisition and possession, consistency of quality, environmental impact, continuity of supply, impact on the local economy, trading terms and low cost of administration. There are at times potential conflicts within these objectives. Sound, professional judgment is required in purchasing decisions.


Purchasing decisions should aim to achieve an acceptable solution at the lowest total cost. Lowest total cost should be determined by considering all significant costs associated with the acquisition. The nominal purchase price is important but other considerations such as timing, delivery, storage, trading terms, warranty, and ease of administration should be considered if relevant. Open and effective competition is important to obtaining the best possible outcomes from dealings with suppliers. Competition implies pursuit of best value for money, the opportunity for potential suppliers to do business with Council, absence of bias or favoritism, accountability for results and transparency of process. The extent to which competition may be available and appropriate will vary from case to case, depending upon such things as the number of potential suppliers and the costs and benefits of promoting competition. Council may give preference to local economic benefit when sourcing products. When this criteria is nominated the benefit must be identifiable and reasonable. These benefits may take the form of:

• increased local employment • contribution of funds to the local economy with identifiable benefits

Local consideration may have regard to the local level of content in the procurement of goods, services and works. The application of local content shall have consideration of both:

• Best Value Principles of the Local Government Act 1989 • National Competition Policy (Trade Practices Act)

Specifications should identify local content opportunities and ensure they are nominated. Local content generally relates to the provision of Labour, Materials, Plant and Supervision. Council is committed to high levels of ethical standards in purchasing. In every instance, decisions in purchasing must be based on value and benefit to Council and the community. Transparency in decision making is formally met through written scope/specifications: written evaluations against these must be provided for accountability and record keeping. Responsibility and requirements Although the delegated financial authorities of staff vary depending on their position, the responsibilities to adhere to procurement policy and guidelines apply to all.


Staff must refer to Annexure 3 (Procurement Policy) appendix 2 attachment 1 (Procurement Process Reference Table) to understand the thresholds in regards to minimum requirements for all spend. In cases where the spend is within the thresholds under contract, or is below the spend where a contract is required, the Supervisor is responsible for supplying the appropriate information whether it be; verbally, email, memorandum or specification to the purchasing Officer (Officer creating the order) or the Procurement Manager depending on the consultation requirements based on spend. Spend over $10,000 will at a minimum require a detailed specification. It is the responsibility of the Supervisor or the immediate purchasing Officer to liaise with the Procurement Manager and seek advice accordingly. Refer Annexure 4 (Specification Checklist)

4.5 PLANT USE AND STORAGE

Plant use and storage within the depot relates to all items of large and small plant, the main factors being; safe storage, secure storage, safe access, after hours response and readiness, plant cleanliness and condition.

4.5.1 Mobile Plant

A depot parking plan for mobile plant should be developed in consultation with the staff based on various factors, the plan should also be on display within the depot and adhered to by all staff unless otherwise arranged or altered by that of a consultative review by the Supervisor and the staff. All mobile plant within the depot must be locked and secured at the conclusion of use by the operator, the keys must be returned to the key box immediately after use to ensure that the plant is available to any other staff that may need to use that item. In addition the exiting officer must ensure that toolboxes and any other lockable items are secure at their conclusion of use. Mobile plant that is likely to be required in after hours situations must be in a state of readiness to respond and positioned in the depot so that it can be extracted without having to move other items of plant. At the conclusion of a normal days work exiting operators must ensure that there is sufficient fuel in the machines to run them for a minimum of 4 continuous hours. The items of plant likely to be called out include: • Backhoes • Loaders • Graders • Utes • Water trucks


4.5.2 Small Plant

Small plant items are items that range from electric hand tools through to fuel driven machine such as but not limited to; mowers, line trimmers, blowers, vibrating plates, pumps, generators, chainsaws, cut off saws, jumping jacks, welders, cutting equipment, pole saws, concrete grinders and other items that are considered high use portable items. Most small plant items have a use domestically and in private industry and are in a high risk category in regards to theft, these items are vulnerable if left unaccounted for and unsecured. Some small plant items are issued on a permanent basis to work groups or are allocated as part of the mobile unit such as trucks with mounted small plant such as pole saws and other daily use items. Plant use items that are not allocated or are used occasionally are stored and accounted for in the locked store with limited access, this enables accountability for the items in respect to knowing their whereabouts as well as minimising the possibility of theft. It also enables the condition of the item to be recorded and corrective measures to be taken when maintenance or other repairs may be required. Responsibility and requirements It the responsibility of the Supervisor to ensure that permanently issued items are accounted for by means of monitoring and auditing the equipment carried. Depending on the item this may be included on the daily checklist for the vehicle to include the small plant as part of the check. It is the responsibility of the employee to ensure that all permanently issued items are secured within their plant, trailers and toolboxes at the end of each day. It is the responsibility of the employee to ensure that the item is accounted for at the beginning of each day Replacement items must only be actioned if the item is due for renewal through the plant replacement program or the item has proved faulty and warrants replacement as determined by the Supervisor. Any theft replacements must be approved by the Manager Operations and the correct reporting procedures must be followed prior to this happening. It is the responsibility of the Depot Operations Officer to control all stored small plant items, this includes the locked storage area, the booking (hire out) system, the monitoring and auditing of plant that is out of store, and the return of the item including condition and maintenance requirements of the item.


It is the responsibility of the employee to ensure that all small plant defects and maintenance requirements are reported when the item is returned to store, it is then the responsibility of the Depot Operations Officer to action such reports with the Workshop Supervisor. It is the responsibility of the Workshop Supervisor to maintain and rectify all reported defects of small plant items prior to relisting their availability in store, for example chainsaws are sharpened, tensioned and ready for use on the next occasion. When maintenance is required the item shall go through the same booking system as hired to the Workshop to ensure accountability of the item. It is the responsibility of the employee to ensure that on site the item is well cared for and secure, it is also their responsibility to ensure that the correct operating procedures are followed including correct fuel types being used and the items are used within the manufactures guidelines. It is the responsibility of the employee to ensure that the item of plant that they are exiting is in a clean and reasonable condition for the next operator, they must also consider the item of plant and its need to be in a state of readiness in an after hours situation. Should a plant item be unaccounted for, the reporting Officer must complete an incident report outlining the circumstances that led to the determination that the item is missing, this must be forwarded directly to the Manager Operations for investigation. Should it be determined that theft is involved the Manager Operations is responsible to report this to the Police and complete an entry in the Theft Register

4.6 PLANT DEFECT REPORTING AND TAGOUT

Council recognises that identification and control of hazards is an important factor in meeting its obligations under Section 21 of the Occupational Health and Safety Act. 2004 in providing a workplace that is safe and without risk to health. Plant defect reporting and the tag out of faulty plant shall be identified through pre start checks that are conducted as part of the start up procedure, these can also be identified through observations and interim checks. Defect Reports shall be generated as a result of a failure or foreseeable problem with the plant item that is likely to impact primarily on its safety and OHS compliance but also its operation which may affect the general wellbeing of the machine. A Defect Report must clearly identify the following:

• The machine and plant number • The date the defect was identified • The hours or kilometre reading (if applicable)


• The person reporting • A detailed explanation of the defect • The action taken (if any by the person reporting)

The Tag Out of an item of plant indicates that the plant is unserviceable and should not be used. It can be attached to non-powered plant such as ladders, jacks and trolleys as well as powered plant and should be attached to the main controls if possible, or to a prominent part if there are no controls (such as in the case of a damaged ladder). Out of service tags should be attached by a competent person having specific knowledge relating to the plant and, where applicable, be placed on devices which isolate energy sources, only when those devices are set in the ‘off’ or ‘safe’ position. Prior to attaching an out of service tag all required details on the tag should be clearly entered in the spaces provided, with emphasis given to the reason for placing the tag. Tags should be securely fixed, so as to be clearly visible. In the absence of any personal danger tag or lock, removal of an out of service tag effectively releases plant for use, and should not be done prior to ensuring that:

• All people known to have been working on the plant are clear of the plant. • An inspection of the plant indicates that all machinery guards are in place

and all protective devices are functional, that all maintenance tools and aids have been removed, and that the equipment is safe for normal use

Out of service tags are intended to convey a clear DO NOT OPERATE warning, and that failure to comply may result in damage to the equipment or may cause injury to a person. It is essential that isolating mechanisms with out of service tags attached are not altered, manipulated, or interfered with in any way while these tags are in place. Refer Annexure 2 (Occupational Health and Safety Manual, section OHS 022, Plant Assessment Procedure)

Responsibility and requirements Defect reporting is foremost the responsibility of the person that identified the defect, it is their responsibility to report the defect to their direct Supervisor, it is the responsibility of the Supervisor to determine the action based on the information given, this may include forwarding a request for maintenance or repair to the Workshop Supervisor. The item may be Tagged Out if the defect meets the criteria for such action. The Tag out of a plant item can be done by any person who has a reason to believe that the item is unsafe or risks damage through continued operation, this may then be reviewed in consultation with the Supervisor and Workshop Supervisor at which time a Plant Risk Assessment shall be carried out.


It is the responsibility of the Workshop Supervisor to carry out the required repairs within the timeframe priorities negotiated with the department Supervisor.

4.8 FUEL AND LUBRICANT CONTROL

Fuel and lubricant control relates to the products issued to plant for the daily operations of those items, there are various ways that fuels and lubricants are issued and accounted for. The correct reconciliation of these products is vital to maintain accurate records of plant running expenses and also to avoid theft or loss due to poorly managed records. The majority of Councils bulk fuel is diesel. Diesel storage and distribution is largely contained in the depot however on occasions diesel is booked out via a secondary process from mobile tankers to plant on the field. The depot storage is electronically controlled and requires the employee to allocate fuel via an electronic tag that is kept secure at the depot and must be obtained on each fuelling occasion, the user must enter kilometres or hours of the plant then a Pin number that identifies the user. The method for mobile fuel issue goes through the same process as above with an electronic tag allocated to mobile storage units, the allocation of this fuel to plant on site is then done manually or paper based with a fuel reconciliation log. This log is returned and reconciled in the financial system against the plant that it was allocated. Petrol fuel storage is only required for small plant, this fuel is purchased from a retail outlet with a allocated fuel card, this card is only controlled by the Depot Operations Officer, the process of allocation is the same as for mobile fuel issue and is reconciled in the financial system against the plant that it was allocated. Oils and Lubricants are maintained as stock items and are issued from a controlled environment, an issue is requested and allocated to the plant item. Refer to 4.3 for Stock issue Under no circumstances shall fuel be issued without being registered by one of the means listed above which will be according to its circumstances, this includes hired plant or other non assets of Council (such as during an emergency where allocations may be made to emergency services plant, refer 4.11 Operational Emergency Management).


Responsibility and requirements It is the responsibility of the employee to enter the correct information in all electronic and paper based systems of fuel and lubricant allocation, it is also their responsibility to protect their interests in regards to electronic Pin numbers and as a signatory to paper based allocations made by them. It is the responsibility of the Supervisor to ensure that all staff understand the processes surrounding the issue of fuel and lubricants. It is the responsibility of the Depot Operations Officer to reconcile all fuel and stock issues within the financial system, it is also their responsibility to monitor all allocations by periodic auditing of random plant items to ensure there are no discrepancies in their fuel usage by means of averages, this applies to electronic and paper based fuel issue.

4.9 DEPOT ADMINISTRATIVE

Depot administrative relates to how the office environment is run and coordinated. It also considers customer service both internally and externally and the working relationships between all staff within Council and their interactions with Depot and Operational staff. Depot administrative staff are people that primarily work within the depot office environment, these Officers consist of department Supervisors and staff that are directly related to depot operations all of whom operate under the Operations banner.

4.9.1 Customer Service

Central Goldfields Shire Council is committed to the principles of Quality. In all policies and practices of the Council, the organisation shall establish and maintain the highest quality standards in every aspect of its operations, both in design and delivery, and in meeting timelines. The term Quality will be synonymous with Central Goldfields Shire Council. The achievement of the Central Goldfields Shire Council quality goal will be made through the following ways:

• Training and motivation of all employees with the emphasis on quality

customer service which will grow through focusing on the needs of our customers

• Promotion of quality of service as being a responsibility of all employees • Through consideration of suggestions from customers and employees on

better way of service delivery • By acting quickly and assuredly to customer concerns • Through compliance with all legislation and statutes


• Through adherence to the standards defined in the AS 9000 series and determined by the Management

• Developing a culture of continuous improvement • Implementation of benchmarking and industry best practice standards All business units of the Council will develop and implement quality plans and procedures that meet the requirements of the contract specifications. Refer to Annexure 5 (Operational Customer Service Procedure and Customer Request Flow Chart). Responsibility and requirements Depot administrative staff work within their respective areas with an overlap of responsibilities, such overlap may be required in the absence of the usual designated Officer, however it is expected that all Depot administrative staff will support other staff in their absence or when it is deemed necessary with duties that may include; • Dealing with customer inquiries at the counter area • Dealing with phone inquiries • Taking receipt of inward goods • Forklift operations (if qualified) • The issuing of stock, fuel and plant to staff • Staff enquiries • Standpipe sales • Timesheet entry It is the responsibility of all staff to apply quality customer service to the general public and staff, all persons must be treated with courtesy and respect. It is the responsibility of all staff who make a formal request for works or services to enter their request via Council’s request system. Should the requestor be unfamiliar with the system the request can be made through the front office team at the shire offices or directly to the depot administration staff. Requests will be dealt with depending on their nature, however, when applicable, will be measured against standard practices for such inquiries, e.g. road requests will be measured against Councils Road Management Plan guidelines.

4.10 PLANT REPLACEMENT AND SALE

Major replacement and sale is undertaken in accordance with Councils Plant Replacement Program. The program accounts for plant items that are above a value of $5,000. These items are, at a minimum, sourced through a quote process with items $60,000 or more going to public tender in accordance with Annexure 3 (Procurement Policy).


Small plant items are items at a value below $5,000 and are replaced on a needs basis. These items will generally come to ‘end of life’ or present signs of inefficiency before replacement takes place. Replacement requires the approval of the Manager Operations and replacement items will be sourced in consultation with the Procurement Manager. The sale of plant items will be determined by the Procurement Manger in consultation with the Manger Operations, the means of sale will either be by trade (if the offer is considered reasonable) or by public sale or auction if it is considered this will achieve the best value for Council. Note: Staff will not be given the opportunity to buy plant or items by private arrangement. All items deemed saleable will be disposed of by no less than public sale or auction as determined by the Procurement Manger. Responsibility and requirements It is the responsibility of the Manager Operations to present a 5 year major plant replacement program to the General Manager Technical Services every 12 months for approval. The program is developed based on the optimum service life of the plant item. It is the responsibility of the Manager Operations to arrange the preparation of specifications of plant items in consultation with the Supervisors, Workshop Supervisor and Plant operators, Supervisors are responsible to ensure that sufficient information is proved to the Manager to formulate a specification. It is the responsibility of the Procurement Manager to determine the sale process of plant items and either delegate the process or manage the process themselves. It is the responsibility of the Supervisor to ensure that sufficient information is provided to the Procurement Manger about the item being disposed of to ensure that the details of the sale are clear and correct.

4.11 OPERATIONAL EMEGENCY MANAGEMENT

Operational emergency management within the depot is generally at the time of an event that requires Council resources to assist at the time of an emergency. An emergency event is controlled by a lead agency depending on the nature of that emergency. In an event the lead agency will conduct itself in accordance with Annexure 7 (Municipal Emergency Management Plan) (MEMP). Any request for assistance or resources will come through the Council’s Municipal Emergency Resource Officer (MERO) to the designated Council Supervising Officer. Council resources and plant must be accounted for at all times including during times of an emergency, although, at the time, it may not be determined where these resources are to be allocated it is essential that details are recorded, these details include:


• The source of the request • The resources and plant or materials allocated to the request • Details of tasks completed • The actual time of the resources and plant allocated to the request • The actual time when the request is closed and completed • If necessary, notify the requestor of completion

During times when an event is expected or conditions are likely to have the potential to present an event, a lead agency may request through the MERO that Council make resources available or have them on standby pending the outcome.

4.11.1 Low Scale Event

In times of a low scale event the request may come directly from a coordinating authority or emergency services agency, on such occasions the requestor must make their request via the ‘On Call’ Officer so that the details can be recorded and processed accordingly. Depending on the event and what the request is related to this will determine who is responsible for the cost of the services rendered. Refer to 4.12 for ‘On Call’ and after hours events.

4.11.2 Procedures during an event

All standard operating procedures apply during an emergency event and any after hours situations. Should a high risk situation be determined based on the conditions presented a Risk Assessment in the form of a SWMS must be completed. Responsibility and requirements It is the responsibility of the MERO to forward requests to assist or provide Council resources in an emergency event, the MERO may forward the request to the Manager, Supervisor, Supervising Officer or the ‘On Call’ Officer depending on the scale of the event. It is the responsibility of the Supervisor or Supervising Officer to arrange and record responses to emergency events and after hours situations. It is the responsibility of the Supervisor to ensure that plant locality and status of readiness is forwarded to the Manager Operations or directly to the MERO when standby is requested. It is the responsibility of the staff to ensure that standard operating procedures are followed at all times, it is also their responsibility to identify and mitigate risks that may be presented in consultation with the Supervising Officer and other staff involved.


4.12 ON CALL AND AFTER HOURS WORKS

On call and after hours works are typically response situations that arise due to factors or events that are not accounted for during normal operations or extend past the normal operating hours. Staff who are involved are responsible for coordinating and carrying out works or arranging services when these situations arise. At all times there is a rostered ‘On Call’ Officer that is paid a weekly on call allowance to coordinate works or services that result through on call inquiries. Staff that are called to attend works or incidents after hours are not rostered staff. The ‘On Call’ Officer may consider staff that live nearby, staff with access, staff with resources available and other factors considered appropriate for them to be contacted. Any staff members that are called are not obligated to assist as Council is sympathetic to each person’s availability and their circumstances during their own time. During any after hours situation Council Policy and Standard Operating Procedures still apply. Should a High Risk situation present, based on conditions or any factor, the risks must be mitigated by that of a Risk Assessment or SWMS prior to any works being carried out. Refer Annexure 1 (SOP’s) and Annexure 6 (Risk Assessment and SWMS). Responsibility and requirements It is the responsibility of the ‘On Call’ Officer to mitigate after hour inquires and coordinate after hours works requiring Council intervention. They are responsible for recording all inquiries and actions in the On Call Incident log with details that include;

• The source of the request (including emergency services requests) • The resources and plant or materials allocated to the request • Details of tasks completed • The actual time of the resources and plant allocated to the request • The actual time when the request is closed and completed • If necessary notify the requestor of completion

During an after hours event the ‘On Call’ Officer is the off site Supervising Officer for works that are undertaken and is responsible to ensure that staff are accounted for and have the appropriate resources including staff numbers to complete the tasks allocated. Should the ‘On Call’ Officer be unable to keep up with the management of the event due to its scale they may call in other staff such as Supervisors and Team Leaders to assist in coordination efforts, this is done through an action plan of responsibilities based on the event and its scale.


It is the responsibility of the staff called to an event to identify and manage risks that are present and associated with the activity undertaken, it is also their responsibility to apply the Standard Operating Procedures (SOP) for the task of activity being undertaken. Should a situation that is not accounted for in a SOP arise then any risks must be mitigated by a Risk Assessment in the form of a SWMS.

4.13 SUNDRY SERVICES

Sundry services are private works, services or goods that are completed or provided by Council to a company, person, resident, sporting group, club, authority or any other entity. These services are debtor services that are charged to that entity usually on an actual cost basis at Councils usual charge rates, with a surcharge of 20% added for administration and handling charges. All sundry services have 10% Goods and Services Tax (GST) added. This service does not generate a profit and the usual Council charge rates apply, these rates consist of plant running costs, staff wages and oncosts, material and freight costs and stock costs. Sundry works are completed in circumstances that vary and can be services that Council are committed to respond to that may be at the request of another authority. Also services that Councils agrees to undertake as arranged between the requestor and the Supervising Officer. When a private company/operator can provide the services requested, the requestor will be given advice to arrange the services privately. Council will not undertake the following services via debtor unless exclusively approved by a General Manager Technical Services with advice from the Manger Operations;

• Private concrete works • Private building works • Private water deliveries (excluding emergency services or declared emergency

situations) A request will be accepted or declined by the Supervisor/Manager based on operational parameters and will not be based on source of the request unless such services or former debtors accounts have been in dispute in the past, in which case will be at the discretion of the Manager Operations. All Sundry services are done through an approval process that is generated following a formal request from the requestor. It is at the discretion of the department Supervisor if a request is accepted or actioned, this may be based on; timing, the nature of the


works/services, if the request disrupts other Council services and any other factor that may have an impact on related works/services. In all cases an individual (Sundry Debtor) account must be created that allocates resources and material to the debtor, the account is used in the same way as any other Council expenditure account is used. Plant and staff time are charged to the account via the payroll system and materials or stock are to be booked directly to the debtor. In cases where stock or materials are purchased under a different account this must be settled by Journaling the costs to the debtor account. Responsibility and requirements

Departments Supervisors/Mangers are the only Officers that are authorised to accept or declining Sundry services. The Supervisor must make the requestor aware prior to any commitment, that any services performed by Council are on Councils terms and will be completed according to the timing and priorities of other works, requestors must be made aware that Council does not perform works on demand. Creating a Sundry Debtor account is the responsibility of the Depot Operations Officer, the relevant Supervisor is required to make the request to set up the debtor and provide all of the required information. The Depot Operations Officer is responsible for forwarding the debtor information to the Debtors Officer for set up in the finance system. The information must include the following;

• The name of company or person • The name of the representative requesting the works or services • The contact phone number of the representative • A description of the works or services including the location • The billing address of the company or person • The signature of the representative

Supervising staff must check all Sundry accounts on a monthly basis to ensure that all charges are correct and all resources have been booked accordingly prior to approving the release of the account for invoicing. It is the responsibility of staff who carry out Sundry Services to ensure that correct times including material and plant use are entered on their daily time sheet.

4.14 INVOICES AND APPROVALS

All invoices received require the approval of the Officer who raised the order prior to payment. Invoices must be checked so that it can be confirmed that the items have been received and that the dollar amount invoiced is correct as quoted or per contract rates (if applicable delivery dockets must be reconciled with invoices and attached).


All orders must go through the line of approval based on the delegated spending authority of the staff member raising the order. All processes must be followed in accordance with Annexure 3 (Procurement Policy) Responsibility and requirements In cases where another Officer has raised a purchase order on behalf of the requisitioning Officer, it is the responsibility of the requisitioning Officer to provide the required support with information including delivery dockets, status of delivery, remaining quantities etc to the Officer who raised the order. It is the responsibility of the Officer raising the order to ensure (in consultation with the requisitioning Officer) that the goods have been received and that the dollar amount invoiced is correct prior to approving invoices for payment, any follow up inquiries to the contractor or supplier should be done by the requisitioning Officer or following advice from the requisitioning Officer.

4.15 CLOTHING AND PERSONAL PROTECTION EQUIPMENT (PPE) ISSUE

Clothing and PPE are issued in accordance with the Clothing Policy, refer Annexure 2 (Occupational Health and Safety Manual, section OHS 055, Protective Clothing/Uniform Policy for Outdoor Staff). Clothing and PPE are issued upon the commencement of employment, employees will be required to acknowledge receipt of new items. Employees are expected to at all times maintain apparel and other items in a clean and workable condition. Employees wishing to replace wrongly sized, worn or damaged apparel must present them for inspection before exchange/replacement. Common items of PPE are issued upon commencement of employment however if it is identified that additional PPE is required to undertake certain tasks then the employee must report this to their Supervisor and request the additional PPE required.

Responsibility and requirements It is the responsibility of the Supervisor to arrange through the Depot Operations Officer, the issuing of clothing and PPE to new employees before the commencement of their employment, it is also the Supervisors responsibility to arrange the return of clothing at the end of employment.


It is the responsibility of the Depot Operations Officer to maintain a register of clothing issued to each staff member. The Depot Operations Officer is responsible for ensuring that staff sign for the receipt of clothing and PPE as well as being responsible for monitoring the frequency of clothing and PPE issue and requests and report any irregularities to the relevant Supervisor. Requests for clothing or PPE that are beyond the normal issue must be approved by the Supervisor or Manager Operations prior to issuing. In cases where clothing or PPE requirements cannot be worn for medical reasons, then a medical certificate from a practicing General Practitioner indicating the reasons why the item cannot be worn must be produced to the Supervisor. It is the responsibility of staff to ensure that the items of clothing and PPE issued to them are well looked after and in good working condition, it is also their responsibility to wear the appropriate items when carrying out duties that require PPE, Refer Annexure 1 (SOP’s) to identify what items may be required with associated tasks.

Documents

CGSC Operations manual - MWOA docs/cgsc_operations_manual.pdf · OPERATING GUIDELINES ... DISPOSAL AND WASTE MANAGEMENT ... CGSC Operations Manual V1.0 7 Security and Access