Position details

Position title:           Deputy Director Community and Business Development

Directorate:             Community and Business Development

Position status:       Full-time fixed-term contract (potential for renewal)

Classification:         Organisational level 3 (management)

Reports to:              Director Community and Business Development

Leads:                     Senior Tourism Officer 

   Librarian

   National Disability Insurance Scheme (NDIS) Coordinator

   Pest and Livestock Management Coordinator

   Community Services Coordinator (Fixed Term)

   Health Promotions Officer

   Community Services Officer

Our values

In addition to the principles and responsibilities applicable to all Queensland local government employees, everything Quilpie Shire Council does is underpinned by its values. These define the culture of the organisation and the behaviours that shape our interaction with the community and each other. Our values are Respect; Communication; Fun and Humour; Pride; Trust and Teamwork. 

Objectives of the position

Working closely with the Director and team members, the Deputy Director Community and Business Development incorporates strategic and operational service delivery. Together, the Directorate leads implementation of two significant corporate plan priorities – i.e. helping to ensure that Quilpie Shire:

• has a flourishing economy - by growing and diversifying business, industry, and the visitor economy with a focus on fostering new ideas, innovation and building entrepreneurship.

• is a great place to live – where people feel valued and have access to opportunities to build their own capacity, lead healthy lifestyles and stay connected.

The position is responsible for:

• advice to Council, planning and implementation of Council’s economic and business development function.

• leading the tourism team on strategy development and implementation.

• delivering a diverse range of community events that connect residents and visitors to the shire.

• operational (day-to-day) management of team activities that support residents’ wellbeing, lifestyle and agricultural assets. 

The position collaborates with Infrastructure Services for Council’s contribution to community events and environmental sustainability, in particular rural lands protection.

The position reports directly to, and is mentored by, the Director Community and Business Development. Council's aim is that the position will relieve in the Director role when the permanent incumbent is on leave (relief will include part or all functions depending on the Deputy’s skills, experience and stage of professional development).

Key accountabilities – Individual 

Corporate plan priority - Enhance and support our agricultural industry, resource sector and all businesses (Flourishing economy).

• Economic and business development strategy

-  Lead the development, implementation, management and review of Quilpie Shire’s Economic and Business Development Strategy (short, medium and long-term). Examples of priority inclusions for Council:

• Business needs strategy

  • Jobs and skill strategy (employment creation and skill development). 

Economic and business development performance indicators

• Develop, monitor, report and publish progress with Council’s economic and business performance indicators (determined through the Strategy development).

Industry partners’ engagement and actions

• Work collaboratively and communicate effectively with businesses, government agencies, development bodies and other stakeholders, to identify and implement agreed priorities and projects.

Assistance, connections and events

• Provide assistance and connections that support development of the business community and the shire’s economy. This includes collaborative sourcing, development and conduct of events (e.g. 4 x Small Business Development workshops/meetings per year).

Cost effective shire marketing and economic and business promotion

• Develop, manage and evaluate:

• Economic and business development campaigns, including cross-collaboration with tourism officers (providing post-implementation analysis).

• Engaging communications, media, publicity and advertising platforms including digital platforms and social media that enhance the profile of the shire.

Buy Local campaign

• Continue to administer the shire’s Buy Local campaign and identify enhancement and promotion opportunities.

Advocacy

• Work with others to remove/reduce barriers to businesses’ ability to grow, adapt and diversity.

Invasive plants and pest animals

• Provide support to the agricultural industry including delivery of Council’s biosecurity responsibilities. This includes management of invasive weeds and animals through the Pest and Livestock officers’ delivery of the:

• Weed control program

• Wild dog baiting and hotspot baiting program

• Funded (operational) pest management initiatives. 

• Provide and facilitate input to strategic planning for biosecurity / pest management led by the Director Community and Business Development.

Town common

• Manage the pest and livestock officers’ delivery (of maintenance and operation of the town common including fire breaks).

Reserves

• Manage the pest and livestock officers’ delivery (of maintenance of reserves including fire breaks).

Corporate plan priority - Facilitate and support innovation, ideas-building and new industry

New and prospective businesses

• Introduce, engage and facilitate new and prospective businesses to the shire. 

Business opportunities prospectus 

• Research, collate, promote and maintain a prospectus of business opportunities, based on unmet needs (drawing on Council expenditure and other research).

Cross sector collaboration 

-  Identify, cost and investigate opportunities (e.g. school, hospital) to jointly promote collective service needs (potential small business opportunities).

Corporate plan priority - Provide a sought-after visitor experience and build     experiential tourism (Flourishing economy)

Tourism strategy

• Lead the development, implementation, management and review of Quilpie Shire’s Tourism strategy and deliver initiatives and infrastructure in accordance with strategy priorities and budget consideration. Examples of current priorities for Council include:

  • Periodically refreshing professional photographs for tourism and promotion

    • Capturing visitor data at remote locations (such as Hell Hole Gorge, Baldy Top)

    • Auditing tourism signage

    • Investigating tourism opportunities for the opal industry.

Visitor information centre

• Oversee operations of the Visitor Information Centre, night show, gallery/exhibitions and bus tour.

Tourism development and events

• Deliver tourism events, initiatives and projects including collaboration with major attractions within the Shire, such as Eromanga Natural History Museum.

Home-grown tourism

• Expand the Home-Grown tourism brand, connecting local tourism operators and facilitate cross promotion encouraging visitors to stay longer in the Shire.

Experiential tourism

• Continue to build relationships with the Queensland Government on developing national park tourism opportunities (e.g. a Hell Hole Gorge Walking Trail).

Car hire business

• Operate (once established) a regional car hire business.

Tourism performance indicators

• Identify, monitor, report and publish Council’s strategic tourism performance indicators (to be developed with strategy).

Capture opportunities around the 2032 Olympics (Flourishing economy)

Major national and state events

• Collaborate with partners/stakeholders to create local opportunities around major national and state events (Another example:  Rugby World Cup 2027).

Build partnerships and grow opportunity with traditional owners (Flourishing economy)

Economic and tourism opportunities

• Work with the Director Community and Business Development to grow economic and tourism opportunities with traditional owners.

Build digital capacity for townships and end-users (Flourishing economy)

Digital strategy

• Develop and deliver a business digital strategy and progressively identify and present to Council opportunities to build digital capacity for townships and end-users.

Corporate plan priority – Well planned and highly liveable communities (Great place to live)

Master planning and service planning

• Provide input to the following planning processes led by the Director:

  • community infrastructure master planning

    • library strategic planning

    • community services planning (health and wellbeing, national disability insurance scheme, youth and seniors’ programs and other community services)

    • local laws action plans (if / when required). 

Cemetery

• Undertake day-to-day management of requests (under the guidance of the Director).

Events (community)

• Develop event management plans and deliver (within annual budgets):

  • a major annual event at Baldy Top and other events.

    • a diverse range of community events for residents and visitors in collaboration with the team. This includes partnering with the community to deliver NAIDOC Week celebrations, and a target of 5 art exhibitions per year.

Gyrica Gardens (Seniors’ housing)

• Operate and coordinate maintenance and inspections (minimum 6 monthly).

Health promotion

• Undertake day-to-day management of:

  • Health promotion – Providing access to programs and activities that increase physical activity and healthy living for all community members.

• Provide and facilitate input to strategic planning for the health promotion program by the Director Community and Business Development.

Library

• Undertake day-to-day management of:

  • Library services, programs and outreach services (ensuring compliance with the State Library of Queensland Service Level Agreement) to support recreation, lifelong learning and connection for all ages.

  • Provide and facilitate input to strategic planning for library services by the Director Community and Business Development.

Local laws and compliance

• Administer Council’s priorities:

  • animal management - This includes undertaking a systematic inspection programme to monitor compliance with the Animal Management (Cats & Dogs) Act 2008 within designated township areas.

Liveability performance indicators

• Monitor, report and publish Council’s strategic liveability performance indicators (to be developed).

National Disability Insurance Scheme (NDIS)

• Undertake day-to-day management of:

• National Disability Insurance Scheme (NDIS) – Coordinating information and services to eligible community members and organisations.

  • Provide input into service planning led by the Director.

Television and Radio Services

• Facilitate (as backup) the provision of television and radio services to the shire.

Spaces to bring people together for recreation, socialisation and enjoyment of the landscapes

Community facilities

• Assist with the administration and response to requests (with reference to the Director on user agreements) pertaining to: 

  • Bulloo Park

    • John Waugh Park

      • Eromanga Rodeo Grounds

        • Toompine Polocrosse Grounds

          • Adavale Sport and Recreation Facility

            • Hire of plant and equipment (including bus) and use of roads / streets for events

  • Quilpie pool

    • Eromanga pool.

     

Capacity building for leaders and volunteers

• Undertake initiatives (e.g. information, training and events) to support local not-for-profit organisations to be sustainable and successful into the future. 

Supported and engaged youth

Youth programs

• Oversee the delivery of after-school arts and crafts programs.

Key accountabilities – Team role (deputy director)

Key accountabilities – All employees

Workplace health and safety

All Queensland employees have a duty under the Workplace Health and Safety Act 2011. ^{(Section 28)}

While at work, therefore, all Quilpie Shire Council workers must:

• Take reasonable care for their own health and safety. 

• Take reasonable care that their acts (actions) or omissions (failure to act) do not adversely affect the health and safety of other persons.

• Comply, so far as the worker (employee) is reasonably able, with any reasonable instruction to allow compliance with the Act.

Ethics principles, values and code of conduct 

^{(Section 13 (2)(h) of the Local Government Act 2009 and Section 4 of the Public Sector Ethics Act 1994)}

All Queensland local government employees are responsible for observing the ethics principles of: 

• integrity and impartiality.

• promoting the public good.

• commitment to the system of government.

• accountability and transparency.

Quilpie Shire Council’s Employee Code of Conduct has been developed in accordance with the Public Sector Ethics Act 1994. All employees are responsible for complying with their Council’s Code of Conduct. ^{Local Government Act 2009 Section 13 (2)(i)}

The Local Government Act 2009 also emphasizes an employee’s responsibility to:

• carry out their duties impartially and with integrity. ^{(Section 13(2)(d))}

• ensure the employee’s personal conduct does not reflect adversely on the reputation of Council. ^{(Section 13(2)(e)}

Other local government responsibilities 

All Queensland local government employees have the following responsibilities ^{(Section 13)} broadly summarised under the following headings:

Council plans, policies and decisions (advice and implementation)

• providing sound and impartial advice to Council. ^{(Section 13(2)(c))}

• implementing the policies and priorities of Council in a way that promotes:

  ^{(Section 13(2)(a))}

  • the effective, efficient and economical management of public resources

  • excellence in service delivery

  • continual improvement.

• carrying out duties in a way that ensures Council achieves its corporate plan. ^{(Section 13(2)(b)(iii))}

Compliance 

• carrying out duties in a way that ensures Council can fulfil its responsibilities under the Local Government Act 2009 and all laws applicable to local governments.

  ^{(Section 13(2)(b) (i), (ii))}

  • observing all laws relating to their employment. ^{(Section 13(2)(g))}

Performance 

• continuing to improve all aspects of an employee’s work performance. ^{(Section 13(2)(f))}

Local government principles

All Queensland local government employees, in performing their responsibilities must also do so in accordance with the local government principles (where within the control of the employee). ^{(Section 4 Local Government Act 2009)}

The principles are:

• transparent and effective processes, and decision-making in the public interest.

• sustainable development and management of assets and infrastructure, and delivery of effective services.

• democratic representation, social inclusion and meaningful community engagement.

• good governance of, and by, local government.

• ethical and legal behaviour of councillors, local government employees and councillor advisors.

Work environment and physical demands

This position is an indoor role and requires prolonged periods of sitting at a desk and operating a computer and telephone. The employee may be required to carry out some low-level physical tasks which may include manual handling, bending, kneeling, twisting, squatting and lifting.

Other responsibilities

This position description has been designed to indicate the general nature and level of work performed by employees within this classification. It is not designed to contain or be interpreted as a comprehensive inventory of all duties, responsibilities and qualifications required of employees assigned to the role.

While this position description covers the key areas of responsibilities, day to day tasks and responsibilities may vary and be in addition to those listed above (reasonably within the limits of the employee’s skills, competence and training).

Sub-delegations and authorised person powers

According to the Chief Executive Officer’s approved register.