Progressive Native Title Representative Body Seeks Chief Executive Officer (CEO) based in Cairns.

Transcription

1 Progressive Native Title Representative Body Seeks Chief Executive Officer (CEO) based in Cairns. North Queensland Land Council is a Native Title Representative Body appointed under the Native Title Act to carry out the functions of a Representative Body. Our region extends from Daintree in the North to Sarina in the South and inland to near Normanton and to Hughenden. We carry out the functions of a Native Title Representative Body primarily the research and prosecution of Native Title Claims, Agreement Making and Future Acts Matters. Under our rules the CEO is responsible for implementing Board Policy and decisions and is responsible for all of the day to day running of the organisation. The successful candidate will have managerial skills, an understanding of budgets and monetary control, Workplace Laws, IR skills and have the ability to represent the organisation in public forum and in dealings with the Government both State and Federal, amongst other things. An experience with Native Title matters is highly desirable but candidates with a high level of skills suitable to running an organisation of 43 employees and with maintaining compliance with funding conditions should apply. The position is based in Cairns but travel to our branch offices in Townsville and Mackay and other venues will be required. Applications in writing should be sent by to the Principal Legal Officer plonqlc@yahoo.com.au Applications should address the Selection Criteria in light of the Key Performance Indicators (KPI s) which can be downloaded from our website: A Salary package will be negotiated with the successful Applicant. Applications close Monday 1 July North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - CEO 1

2 DUTIES Chief Executive Officer 1. Ensure that all NQLC resources (human, financial and assets) are managed in an accountable and efficient manner aligned to the achievement of corporate operational goals and priorities. The CEO should lead NQLC resource and operational planning activities, set priorities, produce detailed operational plans and oversee the allocation of financial resources to specific Native Title claims and corporate operating expenses. Allocations should be consistent with the achievement of the broad range of functions as described by section 203B of the Native Title Act 1993 as amended. Conduct quarterly reviews of operational plans with a view to adjusting resource allocations where operational requirements differ from approved budgets. 2. Ensure that all resources are managed in accordance with all statutory and legislative requirements as well as government funding conditions. Maintain appropriate records, registers, reports and documents that support compliance with all these conditions. 3. The CEO should actively pursue additional funding opportunities and advocate for increased resource allocations from FaHCSIA, the primary funding agency for NTRB s and other agencies both public and private. In particular, the CEO will lobby the State to contribute more direct funding to the Native Title field and ensure that private development proponents for projects on land subject to Native Title contribute adequately to the Native Title approval process. 4. Develop and review formal operating procedures as expressed in corporate policy and procedure documents. Ensure that all staff and Native clients (where appropriate) have a sound knowledge and understanding of these policies and procedures should be reviewed annually by the CEO with a view to improving management procedures. 5. Provide salient advice and assistance to the Board in the exercise of its functions. In particular the CEO should provide high quality advice to the Board on structural and strategic planning matters. The CEO will work cooperatively with the Board to prepare a long-range corporate strategy which achieves its mission, and towards which it makes consistent and timely progress according to set benchmarks and cyclical review processes. 6. The CEO will develop a cooperative working relationship with the Board and see that the Board is kept fully informed about the condition of the organisation and all important factors currently influencing it. To this end, the CEO will develop mechanisms to keep the Board informed of corporate activities in between scheduled meetings including at least monthly conferences with the Chairperson. The CEO will develop a regular process to report to the Board on the implementation of Board resolutions and actins arising from Board meetings. North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - Chief Executive Officer 2

3 7. Provide accurate, detailed and high quality quarterly performance reports for scheduled quarterly Board meetings. The following reports will be provided to quarterly Board meetings in sufficient relevant detail: 7.1 CEO Report: Including a report on the implementation of actions/decisions from the previous meeting; 7.2 Finance Report: in a sufficient detail and in an approved format; 7.3 Legal Report; 7.4 Research Report; 7.5 Native Title Manager s Report; and 7.6 any other request that may be required by the funding agreements, by law or by request of the Board. 8. Ensure that in conjunction with the Board, clear protocols are maintained that guide the relationship between the NQLC, its executive and administrative arms and client groups consistent with the Separation of Powers principle contained in the rule book. 9. The CEO is responsible for the recruitment and retention of all NQLC staff and the development of appropriate staff duty statements. While ensuring all recruitment processes are merit based and in accordance with the NQLC s formal policies and procedures, the CEO in recognition of its role in the Aboriginal community will provide opportunities for Aboriginal people to gain employment with the NQLC subject to relevant legislation. The CEO will implement appropriate annual performance review mechanisms that comply withe NQLC s Enterprise Agreement, geared towards improved operational performance for all staff and, consistent with the Enterprise Agreement actively participate in appropriate sanctions or develop action plans that address performance issues for staff identified in cyclical reviews. Develop effective induction processes for new staff and participate in those processes to an appropriate level. 10. Maintain appropriate internal communication procedures to convey to all staff current operational issues and goals and provide an opportunity for them to give salient constructive input on current operational issues. Conduct fortnightly staff meetings and senior management staff meetings. Maintain records of all these meetings. 11. Provide an environment that encourages ongoing skill development and professional development activities for staff. Devise an annual NQLC Training Plan that details key training activities to be undertaken and allocate an appropriate level of resources to ensure training objectives are achieved. Further develop a strategic succession plan that provides opportunities for identified Indigenous staff members to progress within the organisation to key management positions. North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - Chief Executive Officer 3

4 12. Promote and inform indigenous Native Title holding groups within the gazetted area of the NQLC about: 12.1 the NQLC s role as an NTRB and its policies of assistance to Indigenous groups with their Native Title claims and other related matters; and 12.2 the nature of the support available through the staff of the NQLC. 13. To this end the CEO should directly consult with groups about the application of these policies to their particular group, particularly if there are difficulties within the group over their application. The education and promotion of Native Title is an important function of an NTRB and the CEO will ensure appropriate mechanisms exist for communication relevant information and issues to the Native Title holding community and other stakeholders in the Native Title process. As a minimum, the CEO will ensure that the NQLC message stick is regularly produced with sufficient relevant content and distributed to members and other interested parties and liaise with and maintain excellent working relationships with Native Title claimant groups by attending important NQLC Native Title claim group meetings. 14. Provide leadership in the development and maintenance of effective working relationships with the Federal Court, the NNTT, other NTRBs or Native Title service organisations, the State Government, FaHCSIA and other peak bodies with an interest in achieving Native Title outcomes. Attend strategic meetings with these stakeholders and promulgate innovative solutions to resolve blockages within the system that are detrimental to the achievement of Native Title outcomes. Where appropriate lobby for changes in the Native Title system that improve claim deposition rates and the quality of outcomes that can be achieved for Native Title holders. 15. Represent the NQLC at appropriate forums, meetings and conferences that have a direct benefit to the achievement of high quality Native Title outcomes. Present papers for discussions at these forums that address strategic Native Title operational issues and promote the role of the NQLC as a professional organisation with a strong Native Title performance record. 16. Manage all NQLC complaints internal review processes with integrity, consistent with legislative, policy and contractual requirements. Satisfactorily aim to resolve all complaints or requests for internal review within a recognised appropriate timeframe of 30 days. Maintain appropriate records of complaints and reviews and be actively engaged where appropriate in the resolution of all such matters. 17. The CEO should ensure where appropriate that the operations of the NQLC on a day to day basis are complementary to the activities of the other Indigenous organisations in the region, particularly Registered Native Title Prescribed Body Corporations. North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - Chief Executive Officer 4

5 SELECTION CRITERIA 1. Knowledge of the Native Title System and Roles and Functions of a Native Title Representative Body 2. Understanding of processes by which Federal Government funding is made available to Native Title Representative Bodies 3. Ability to formulate Budgets and Budget Submission for obtaining funding 4. Ability to manage spending and to ensure that conditions of funding is adhered to 5. Ability to communicate with Indigenous persons 6. Knowledge of the aspirations of the Indigenous communities within the NQLC Region 7. Understanding of the difficulties that Indigenous communities face within the NQLC region 8. Ability to communicate with Government at all levels 9. Understanding of Future Acts, particularly Mining, and how these activities affect Native Title 10. Understanding of Workplace Laws and Requirements as they apply to NQLC 11. Demonstrated skills in Industrial Relations as they apply to NQLC 12. Ability to draft and make submissions, on a range of topics, to Government Agencies and Departments 13. Ability to represent NQLC strongly at a range of meetings including meetings with Government and other Stakeholders in the Native Title Sector 14. Knowledge of the various Indigenous groups within the NQLC footprint 15. Strong Leadership skills 16. Ability to provide advice and support to the NQLC Board of Directors and to effectively implement policies and procedures North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - Chief Executive Officer 5

6 1. Supervision of progress of Native Title Claims within the NQLC region. 2. Successful supervision of NQLC s statutory agreement making function in particular Indigenous Land Use Agreements. 3. Maintenance of good relationships with the Native Title community. Client satisfaction with NQLC s services, responses to enquiries from claimants and Traditional owners generally Responses and applied processes dealing with any formal complaints 4. Successful overall management of Native Title Claims in the region. 5. Effective Human Resource management of the NQLC as evidenced by: Staff retention rates Staff cohesiveness Mediations of Staff disputes Regularity of Staff meetings 6. Level of compliance with all funding conditions from FaHCSIA and other funding agencies. Standard of performance reports provided to funding agencies. 7. Level of compliance with all other statutory requirements of the NQLC particularly from the Office of the Registrar of Indigenous Corporations. 8. Unqualified Audits for the NQLC. Matters raised in Management Letters from Auditors addressed in a timely manner. 9. Timeliness and quality of advice provided to the Board of the NQLC as evidenced by the calibre of official written reports provided during the reporting period. 10. Timely implementation of resolutions and actions resulting from meetings of the Board of the NQLC. 11. Development of a professional development program highlighting professional development activities for all Staff members that contribute to the capacity of all staff to which in turn enhances the professional capacity of the NQLC. 12. Produce quality position papers and conference papers for Native Title Forums/Conferences during the review period. 13. Produce quality planning documents and document the progress achieved against set targets. 14. Produce regular newsletters for the members. 15. Effective Management of NQLC KEY PERFORMANCE INDICATORS (KPI s) North Queensland Land Council NTRB Aboriginal Corporation (NQLC) - Chief Executive Officer 6