The role of a councillor today is vastly different from the past. It carries significant responsibility and is increasingly shaped by regulatory constraints. When issues arise, new measures are put in place to prevent recurrence – but these changes affect everyone.
This brings us to the distinction between strategic and operational responsibilities.
In the past, a councillor could call a staff member working on a road project and request that excess soil be placed on a nearby block rather than disposed of, allowing a ratepayer to benefit. Those days are gone. Under current legislation, a councillor issuing such a directive would be in breach of the Queensland Councillors’ Code of Conduct and face serious consequences.
So how does a councillor, elected to represent the community, focus less on operational tasks and more on strategic leadership? The key is approaching governance like a board of directors – shaping policy and direction rather than managing day-to-day operations.
Councillors must be available for briefings and meetings beyond just Wednesdays. The role requires extensive reading, reviewing presentations, studying reports and preparing for significant decisions. Ordinary meetings often involve reviewing agendas ranging from 200 to 1000 pages, sometimes containing highly technical information.
Strategic leadership is set through the corporate plan and approved strategies, forming the foundation of governance. Seeking community feedback is essential to ensure these strategies reflect public needs.
While residents can reach out to councillors for a range of concerns, operational matters – such as potholes, grass cutting and barking dogs – are best addressed through a formal customer request by calling 1300 MACKAY or using Snap Send Solve on a mobile device.
Cr Alison Jones
While residents can reach out to councillors for a range of concerns, operational matters – such as grass cutting – are best addressed through a formal customer request to council
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