OBJECTIVE
The objectives of the Engineering Department are in line with the responsibility of performing its functions as follows:
- Plan and implement basic infrastructure projects, especially road networks, traffic systems, street and public lighting networks, drainage systems, leisure, arts and sports centers, public facilities including Council office buildings (Wisma MPK), stalls, markets and public hall
- The operation and maintenance of basic infrastructure, especially the road network, drainage system, and sewerage system, street lighting network and public lighting and public facilities including Council office buildings, Wisma MPK, stalls, markets and public halls
- Process for infrastructure plan approval (earthworks, roads, drainage and public lighting)
Strive to achieve a level of excellence in the management and administration of the Majlis which is authoritative by giving priority to the following aspects :-
- Improve the quality of services and existing facilities
- Controlling and coordinating development planning especially in urban areas that are in accordance with the policies and decisions of the State and Central Governments
- Improving revenue collection and fully exploiting the potential of certain revenue sources to strengthen the existing financial position
- Further streamlining the financial and accounting system and controlling operating expenses to facilitate the preparation of financial statements and reports for each year
CHARTER
NO |
QUALITY OBJECTIVE |
TARGET PERIOD |
1. |
Procedures for Planning and Implementing Basic Infrastructure and Public Facilities Projects |
Solve local problems in the current year. |
2. |
Infrastructure Plan Approval Application Procedure |
Review of the infrastructure application will be provided within 17 days from the date of complete receipt until the submission of the paper to the OSC Unit. |
3. |
Contractor Payment Claims |
Within 14 days from the date of complete document submission. |
4. |
Public Complaints |
Provide feedback on public complaints. |