Professional responsibilities for each executive are grouped into three work fronts providing balanced expectations and performance assessment.

Core business (Five key responsibilities) – Provides details of the individual’s personal contribution to team outcomes and ensures we get the basics right for Council.

Moving the organisation forward (Four responsibilities) – Applying professional skills, knowledge and experience to make a positive contribution to Council and its teams, for now and the future.

Executive leadership and organisational performance (Three responsibilities) – Valuing individual employees and teamwork, and ensuring that leadership, and personal words and actions support safety, performance and compliance across all services.

Core Business 

Advocacy support and delivery

• As required, prepare for and attend advocacy events and engagements to assist the Mayor and Councillors in their advocacy.  

• Preparation extends to professionally presented briefing documents / brochures to complement Councillors’ in-person political engagements.

• Monitor Queensland and Australian Government funding rounds and lead applications’ preparation and submission for projects of Shire significance.

• Lead the process from funding announcement through to funding agreement execution for projects of Shire significance.

• Oversee Council’s delivery on agreement responsibilities, contributing to Council’s reputation with government / funding bodies.

 Information and advice to the elected Council

• Oversee the preparation and release of notices of meetings and agendas, including authorisation of Executive reports.

• Coordinate provision of information and advice through meetings and briefing sessions / workshops to assist the elected Council in their decision making and deliberations including:

  • finetuning the organisational structure to ensure it remains appropriate to the performance of Council’s responsibilities.

  • taking an active role in advising on Council’s financial sustainability, trends and potential implications of recommendations.

  • decision making and alignment with the corporate and operational plans.

  • refining plans and strategic priorities if new information comes to hand.

  • legislative, funding and contractual responsibilities (what we must do).

  • policy development and review. 

• Coordinate responses in accordance with the Local Government Act 2009 (Section 170A).

• Provide information and advice on professional development opportunities for the elected Council (including online or in-person training) to assist Councillors in fulfilling their responsibilities.  

Implementation of Council decisions

• Oversee the timely implementation of Council resolutions (plans / decisions) and provide regular updates to Council on implementation status and any issues/impediments arising.

• Orient employee effort towards delivery of the elected Council’s adopted plans / decisions (Work alignment).  

Stakeholder management

• Oversee negotiations and delivery on commitments to internal and external stakeholders, managing issues and complaints escalated to the Chief Executive Officer through Council policies and decisions.

  Stakeholders include:

• Audit committee members

• Auditors (Internal, External)

• Business and industry

• Contractors

• Eromanga Natural History Museum (Major project with external funding)

• Funding partners

• Government (Australian and Queensland) Ministerial and Shadow Ministerial officers

• Queensland Department of Transport and Main Roads

• Queensland Reconstruction Authority

• Ratepayers – e.g. objections to rating categories, escalated administrative complaints  

• Regulators (e.g. Water, Environment, Workplace Health and Safety).

• Unions

Disaster planning, risk management, response and recovery

• Perform the role of Local Disaster Coordinator (LDC), with written appointment by the Chairperson, and in accordance with Section 35 and 36 of the Disaster Management Act 2003.  

• In consultation with the Mayor (Chairperson), ensure representation at District Disaster Management Group (DDMG) meetings.

• Undertake [statutory] appointments and notifications to disaster management groups (local and district).

• Lead employee delivery of local government functions.

Executive Leadership

People management and continual improvement

Executive Leadership Team (ELT), Executive Manager – People and Safety, Executive Officer

• Providing communication and connection between the big picture (corporate plan) and how teams play their part in delivering on the elected Council’s priorities and services (adopted operational plan and decisions).

• Building authentic and productive relationships with each officer to:

  • understand their personal strengths and motivating factors, aligning personal and organisational purpose where possible.

  • recognise a job well done – in person and through Chief Executive Officer and elected Council recognition programs.

• Encourage continual improvement by,

  • taking time to consider organisational lessons that can be learned when mistakes are made or sub-optimal results are achieved – working together to identify and implement positive changes for the future

  • providing meaningful and timely feedback on behaviours and performance

  • relevant informal and formal professional development.

• Encourage officers to seek help when needed and to collaborate in problem solving.

• Modelling the personal qualities and behaviours expected of others (leading by example).

• Managing associated human resource processes for direct reports (e.g. leave and  performance management).

• Collaborate on multi-disciplinary advice to the elected Council, cross-Directorate management practices, improvements and problem solving.

• Participate in selection and appointment of senior executives (Section 196 (4) Local   Government Act 2009).

• Perform the legislative responsibilities of chief executive officer (Section 13 Local   Government Act 2009) including but not limited to:

  • establishment of goals and management practices that are both responsive to, and in accordance with, Council’s priorities and policies.

  • management practices that promote equal employment opportunities.

• Foster (with the executive leadership team) refinement of Council’s continual improvement program.

• Be a visible leader / manager for employees and share information about the role of Chief Executive Officer.  

• Lead negotiations for Council’s certified agreement. 

Organisational planning and performance

Continue to improve Directorates’ planning and reporting (Council’s tool is Cascade) by:

• Demonstrating alignment of all goals and tasks with Council’s priorities, policies and objectives.

• Planning and measuring performance.

• Providing transparency of individuals’ and teams’ goals.

• Providing line of sight for all team members from their position description to Council’s corporate and operational plans.

• Achieving reporting efficiencies by using a single ‘source of truth’, suitable for all audiences (Councillors, Chief Executive Officer, leadership and work teams).

Ensure establishment and maintenance of a governance framework including enterprise risk management and an internal control structure.

Regional and State collaboration and advocacy

Participate, as required, in key forums for the direct or indirect benefit of Quilpie Shire:

• South West Queensland Regional Organisation of Councils (SWQROC)

• Western Queensland Alliance of Councils (WQAC)

• Local Government Association of Queensland (LGAQ)

• Australian Local Government Association (ALGA)

• Bush Councils (Through LGAQ)

Participate in peer organisations (e.g. Local Government Managers Association), balancing organisational priorities and commitments, with opportunities to influence and develop with other professionals.

In consultation with, and as approved by Council on a case by case basis, participate (or provide delegates to) working groups and forums where there is an opportunity to influence and apply outcomes for the benefit of Quilpie Shire Council.