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Governance committees

Contents

Overview

The department is committed to the principles outlined in the Public Sector Ethics Act 1994. These principles are embedded in our Corporate Governance Policy and Framework, and guide our everyday business practices. The Director-General has gathered the department's senior executives to form an Executive Leadership Team (ELT). The role of the ELT is to oversee the achievement of the whole-of-government and departmental priorities which are established through strategic planning and budget processes.

The ELT has formed seven governance committees to provide more detailed review of specific areas of organisational performance and risk.

They are the:

  • Audit and Risk Committee
  • Information and Systems Committee
  • Safety and Wellbeing Governance Committee
  • Infrastructure and Investment Committee
  • Finance and Procurement Committee
  • Strategic Human Resources Committee
  • Diversity Council.

Our governance committees operate under formal charters which detail their functions and responsibilities. Each committee undertakes annual reviews of their function and performance, and they report formally through to the ELT on a regular basis. The Audit and Risk Committee has two external independent representatives, with one appointed as Chair.

Audit and Risk Committee

The Audit and Risk Committee (ARC) members are appointed by the Director-General and assist the Director-General in his oversight of:

  • the integrity of the department's financial statements and internal controls
  • compliance with legislative and regulatory requirements, including the department's ethical standards and policies
  • the process relating to internal risk management and control systems
  • the performance of the internal audit function.

It met seven times in 2016–17. Costs associated with external committee members' fees totalled $39,009 (including GST).

ARC observed the terms of its charter and had due regard to Queensland Treasury's Audit Committee Guidelines.

To promote independence, members are appointed based on their skills and experience, not necessarily their position in the department. At 30 June 2017, the membership was:

Chair:

  • Susan Forrester (External)
    Bachelor of Arts (Japanese), Bachelor of Laws (Honours), Executive Masters of Business Administration, Solicitor of the Supreme Court of Queensland and High Court of Australia, FAICD, GAICD
  • Neil Jackson (External)
    Bachelor of Business (Accountancy), Graduate Diploma - Commercial Computing, FCPA, GAICD

TMR Executives and qualifications:

  • Mike Stapleton
  • Jennifer Grace
  • Tracy O'Bryan
  • Geoff Magoffin
    General Manager Customer Services Branch &ndsh; Master of Business Administration (Professional), Graduate Diploma in Business Administration, Graduate Certificate in Management, GAICD
  • Wietske Smith
    Executive Director, Customer Solutions &ndsh; Bachelor of Business (Accountancy), CPA, GAICD
  • Don Bletchly
    Chief, Transport Network Security and Resilience &ndsh; Bachelor of Business, Master of Business Administration, FCILT, FAIM, MAICD

Achievements

During the past year, the ARC reviewed:

  • the integrity of the 2015–16 financial statements and progress on the 2016–17 statements
  • the performance of the internal audit function, including progress against the annual audit plan
  • outcomes from internal and external audits
  • management's response to recommendations, including the Queensland Audit Office's performance audit recommendations
  • progress in building and improving risk management capability, monitoring and reporting within the department
  • progress in improving performance measurement and reporting.

Information and Systems Committee

The Information and Systems Committee (ISC) meets monthly to manage all information and communication technology (ICT) enabled business initiatives to help ensure we achieve maximum value for these investments.

The committee primarily comprises the ELT, and includes the Chief Information Officer as the head of discipline, ensuring ICT governance and strategy is administered at the highest levels within the department.

Chair:

  • Deputy Director-General (Corporate)

Members:

  • Director-General
  • Deputy Director‑General (TransLink)
  • Deputy Director‑General (Customer Services, Safety and Regulation)
  • Deputy Director‑General (Infrastructure Management and Delivery)
  • Deputy Director‑General (Policy, Planning and Investment)
  • Chief Operations Officer
  • Chief Information Officer
  • Chief Finance Officer

Achievements

During the past year, the ISC:

  • approved a $32 million three-year rolling program of work for 2017 to 2020 that aligns ICT investments to departmental priorities
  • continued its focus on strategic governance by approving both our ICT Strategic Plan 2016–2020 and Digital Strategic Plan 2016–2020
  • updated the ISC Charter to include responsibility for our information security governance frameworks, policies and standards
  • approved the establishment of a Project, Program and Portfolio (P3O) working group to strengthen collaboration between divisional ICT programs and increase our ICT investment maturity through improved governance, practices, methods and tools.

Infrastructure and Investment Committee

The Infrastructure and Investment Committee (IIC) is a governance committee of the department and its peak infrastructure investment decision making body. The IIC meets fortnightly to oversee and endorse the development, investment and approval of the department's infrastructure portfolio, enabling the delivery of an integrated transport system.

Chair:

  • Deputy Director-General (Policy, Planning and Investment)

Members:

  • Director-General
  • Deputy Director‑General (Infrastructure Management and Delivery)
  • Deputy Director‑General (Customer Services, Safety and Regulation)
  • Deputy Director‑General (TransLink)
  • Chief Finance Officer
  • General Manager (Portfolio Investment and Programming)

The IIC exercises good corporate governance by ensuring the department is investing in the right things at the right time for transport infrastructure, delivering value for money outcomes and realising stated benefits from our transport infrastructure.

The department leads the Queensland Public Service in adopting a portfolio management approach for infrastructure investment and in benefit management realisation.

Achievements

During the past year, the IIC has:

  • considered 36 transport infrastructure projects through investment gating submissions
  • Expanded investment gating to transport infrastructure projects with an estimated capital expenditure of $50 million or greater (previous threshold was $100 million or greater). Phased investment decision-making (Gating) across a project's lifecycle provides assurance that a project remains attractive, aligns to the TMR strategic objectives, achievable (delivering transport benefits) and affordable
  • completed benefits realisation (post-implementation reviews) for the Gold Coast Rapid Transit and Ipswich Motorway (Dinmore to Goodna) projects
  • released the Network Optimisation Framework, responding to government policy direction for the delivery of low-cost and non-infrastructure solutions, and providing a platform for TMR to further embed the investment principles of 'run, maintain then build' across the Transport Infrastructure Portfolio
  • established program gating concept to further embed a program management practice within the department for its 15 investment programs
  • approved the second iteration of the TMR Total Asset Management Framework (TAMP), as part of the state's requirements under the TAMP Framework.

Safety and Wellbeing Governance Committee

The Safety and Wellbeing Governance Committee meets bi‑monthly and assists the Director-General in his oversight of:

  • the department's compliance with the Work Health and Safety Act 2011 (the Act) and associated regulations, codes of practice and advisory standards
  • exercising of due diligence by departmental officers, as defined by the Act
  • the safety performance of the department
  • the department's safety and wellbeing risk profile
  • the implementation of strategies to provide safer and healthier workplaces
  • ensuring the department has appropriate policies, procedures, systems and accountabilities to meet its safety and wellbeing responsibilities and objectives.

Chair:

  • Deputy Director-General (Infrastructure Management and Delivery)

Co-Chair:

  • Deputy Director-General (Policy, Planning and Investment)

Members:

  • General Manager (RoadTek)
  • General Manager (Customer Services)
  • General Manager (Maritime Safety Queensland)
  • Chief Human Resources Officer
  • Executive Director Operations, TransLink
  • General Manager (Portfolio Investment and Programming)
  • Chief, Transport Network Security and Resilience

Achievements

During the past year, the committee:

  • participated in the development and review the Public Service Commission (PSC) Be healthy, be safe, be well framework, capability maturity matrix and supporting measures
  • developed the ELT-endorsed TMR Safety and Wellbeing Strategy 2016–2020 demonstrating TMR's commitment to creating a work environment that is free of injury, illness and incidents
  • developed the ELT-endorsed Safety and Wellbeing Improvement Plan 2017–2019 (SWIP) representing TMR's commitment to improving the department's safety and wellbeing record by driving improvements in safety leadership, communication and consultation, systems, risk management and health and wellbeing supported and obtained funding for a project to implement a replacement incident, injury, claim and rehabilitation solution and supporting processes by 30 June 2018

    The implemented solution will provide TMR with an industry‑standard system:
    • to meet its obligations under the Work Health and Safety 2011 Act, the Right to Information, the Information Privacy legislation, and the Workers' Compensation and Rehabilitation Act 2003 (Qld) in an efficient and cost-effective manner
    • with a Work Health & Safety Business Intelligence and reporting capability
    • to support the Department's mobile workforce with real-time access to its WHS system.
  • supported the ELT appointment of Ms Sally Noonan, Deputy Director-General (Policy, Planning and Investment), as TMR's Health and Wellbeing Champion to complement the Safety Champion role of Mr Miles Vass, Deputy Director-General (Infrastructure Management and Delivery). The ELT champions are the ELT responsible officers for, and executive sponsors for initiatives in, the respective functions
  • commenced development of a OneTMR Wellness Program including mental health initiatives.

Finance and Procurement Committee

The Finance and Procurement Committee monitors financial and procurement performance across the department to ensure that all entities within the department operate within budget parameters as specified by the government and operates its procurement function effectively to achieve value for money.

The finance and procurement functions in TMR operate in a centre-led model with the business operations carried out locally in line with the standards, policies and procedures established in the centre.

The committee:

  • ensures that all financial resources are allocated consistent with approved strategic direction, priorities and ongoing commitments
  • provides strategic oversight of the department's finance and procurement policy frameworks
  • ensures cost control and longer term funding sustainability
  • prioritises expenditure within the approved budget
  • identifies efficiency initiatives
  • realises savings in line with government savings targets
  • monitors procurement category benefits realisation and functional performance targets
  • provides oversight analysis of budget submissions.

Chair:

  • Deputy Director-General (Corporate)

Members:

  • Director-General
  • Deputy Director-General (TransLink)
  • Deputy Director-General (Customer Services, Safety and Regulation)
  • Deputy Director-General (Infrastructure Management and Delivery)
  • Deputy Director-General (Policy, Planning and Investment)
  • Chief Operations Officer
  • Chief Finance Officer

Achievements

During the past year, the committee has:

  • provided oversight of the development of the 2017–18 budget ensuring that the overall budget aligns to agreed business plans to contribute towards creating a single integrated transport network accessible to everyone
  • provided monthly monitoring of the department's financial position ensuring that cost pressures, trends and future opportunities are well understood
  • undertaken continual review of the department's key financial related risks to ensure that where appropriate these items have been addressed in future budget builds to ensure long term funding sustainability
  • approved the TMR Strategic Procurement Plan (2016–2020), the TMR Procurement Roadmap, and the TMR Procurement Performance Management Framework (see glossary page 231).

The Finance and Procurement Committee is supported by a Procurement Sub-Committee, comprised of the procurement function heads of each business area, Corporate Counsel and the Chief Procurement Officer. The sub-committee drives and enables procurement performance outcomes and fulfils the role of the whole-of-Government Transport and Infrastructure Services (TIS) Category Council.

Strategic Human Resources Board

The Strategic HR Board is responsible for monitoring the progress and performance of all activities with implications for our people, capability and culture.

The board:

  • defines human resource principles and philosophy
  • reviews and monitors strategies for consistency with the department's vision, purpose and values
  • leads the creation and maintenance of an environment that enables our people to achieve their full potential and the department to execute its strategy
  • provides oversight on the direction and implementation of the department's legislative obligations, particularly in relation to employee relations
  • prioritises activities based on desired strategic objectives and known constraints.

Chair:

  • Deputy Director-General (Corporate)

Members:

  • Director-General
  • Deputy Director‑General (TransLink)
  • Deputy Director‑General (Customer Services, Safety and Regulation)
  • Deputy Director‑General (Infrastructure Management and Delivery)
  • Deputy Director‑General (Policy, Planning and Investment)
  • Chief Operations Officer
  • Chief Human Resources Officer

Achievements

During the past year, the HR Board:

  • reviewed, monitored and supported People Plan projects, departmental mobility program pilot, flexible work options project, and building a TMR employer brand
  • reviewed and approved the TMR Strategic Workforce Plan 2016–2020 and TMR Inclusion and Diversity Strategy 2016–2020
  • provided oversight and ongoing support to system and tool updates to MYCAD and Human Resources Management Improvement (HRMi)
  • progressed the certification of Enterprise Bargaining Agreement
  • reviewed quarterly workforce reporting and identification of opportunities.

Diversity Council

The Diversity Council Committee was formed to drive the delivery and implementation of the TMR diversity and inclusion initiatives. Initially, the committee met quarterly to:

  • ensure alignment with existing corporate workforce plans and the wider Public Service
  • make decisions about delivery and implementation of the diversity initiatives
  • work collaboratively to address delivery and/or implementation challenges to ensure effective outcomes for the department.

Co-Chairs:

  • Deputy Director-General (Customer Services, Safety and Regulation), Chief Operations Officer

Members:

  • Deputy Director-General (TransLink)
  • Deputy Director-General (Customer Services, Safety and Regulation)
  • Deputy Director-General (Infrastructure Management and Delivery)
  • Deputy Director-General (Policy, Planning and Investment)
  • Deputy-Director-General (Corporate)
  • Rebecca Douglas (Aurizon)
  • Todd Battley (AECOM)

Achievements

During the past year, the Diversity Council:

  • supported the launch and ongoing delivery of the Inclusion and Diversity Strategy including the continued support for new Australians via the Work and Welcome Work Placement Program
  • provided support and involvement in the annual TMR Diversity Forum
  • supported the Council and the TMR Executive Leadership Team in the continuation of programs such as the:
    • 'Shadow the CEO' Program
    • Women in Leadership Mentoring Program
    • priority the role of 'champion' is given in supporting TMR Inclusion and Diversity Strategy focus areas.

Following the recent achievements of the Diversity Council it was agreed that the work of this Committee will be included in the Strategic Human Resources Board for 2017–18. The membership of the Diversity Council will remain unchanged.

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