Corporate Governance
Framework
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Introduction
Transport and Main Roads is managed in an accountable and responsible way through effective corporate
governance which is defined as how the department ‘manages the performance of its functions and operations’.
Through corporate governance we:
• understand our roles and responsibilities • continuously improve our performance and
minimise risks
• enhance stakeholder and public confidence in the department
• meet our legal, ethical and public service obligations.
The following diagram shows how the framework’s principles and practices enable the department to achieve good governance.
Corporate governance principles
The Public Sector Ethics Act 1994 and the Financial and
Performance Management Standard 2009 provide the
basis for the department’s corporate governance principles. It is the responsibility of all employees to ensure that the conduct of their daily work is based on these principles, which are:
Integrity and impartiality – we recognise that public office involves public trust and we are committed to delivering our services to the highest ethical standards. We act honestly, fairly and objectively showing respect towards all persons and providing advice which is objective, independent, apolitical and impartial. We acknowledge the primacy of the public interest and ensure that any conflict of interest issues are resolved or appropriately managed in favour of the people of Queensland.
Promoting the public good – we ensure that public resources are not wasted, abused, or used improperly or extravagantly. We seek to be responsive to both the requirements of government and to the public interest and achieve excellence in service delivery whilst enhancing integration of services to better service customers. We accept our duty to engage the community in developing and effecting official public sector
priorities, policies and decisions.
Commitment to the system of government – we are committed to effecting official public sector priorities, policies and decisions professionally and impartially. We accept our duty to uphold the system of government and the laws of the state, the commonwealth and local government and operate within the framework of Ministerial responsibility to government, the parliament and the community.
Accountable management Ethical decision making
Productive stakeholder and community engagement Proficient planning, investment and delivery Robust performance management
Responsible information management Effective management of risk and opportunity Embedded compliance and internal controls
Integrity and impartiality Promoting the public good
Commitment to the system of government Accountability and transparency
Public defensibility
ALL EMPLOYEES in their daily work
C O R P O R A T E G O V E R N A N C E r e sp on si b il it ie s
GOOD GOVERNANCE how we manage the
performance of our functions and operations
PRACTICES to put into action
Corporate Governance Framework, December 2011 Page 3 of 5 Accountability and transparency - we seek to innovate
and continuously improve performance and operate within a framework of mutual obligation and shared responsibility between public service agencies, public sector entities and public officials. We exercise proper diligence, care and attention when performing our duties and are committed to achieving high standards of public administration. We are committed to managing
information as openly as practicable within the legal framework and using public resources in an effective and accountable way.
Public defensibility – we ensure our activities and decisions are open to reasonable scrutiny and can withstand a ‘public defensibility’ test in the context of fairness, equity and ‘value for money’.
The department’s corporate governance principles are delivered by the following corporate governance practices:
• accountable management • ethical decision making
• productive stakeholder and community engagement
• proficient planning, investment and delivery • robust performance management
• responsible information management
• effective management of risk and opportunity • embedded compliance and internal controls.
Governance of the Corporate Governance
Framework
The Director-General is the accountable officer for ensuring the department implements an appropriate governance framework. The General Manager
(Corporate Governance Division) is the custodian and champion of the Corporate Governance Framework. The framework is reviewed on a yearly basis to ensure new whole-of-government governance requirements are incorporated and to reflect any changes to governance arrangements within the department.
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Corporate governance practices
The below table details how each of these practices are applied within the department to ensure sound governance processes.
Practice How the practice is implemented
Accountable management • Administration of Acts on behalf of Ministers for Transport and Main Roads
• Adherence to Commonwealth and Queensland Government legislation and regulations • Board of Management
• Audit and Risk Committee • Finance and Resources Committee • Procurement Sub-Committee • Information and Systems Committee • Infrastructure Investment Committee • People and Capability Committee
• Workplace Health and Safety Governance Committee • Senior Leadership Team
• Organisational structure • Business model
• Organisational policies, procedures and standards
Ethical decision making • Code of conduct • Integrity Framework
Productive stakeholder and community engagement
• Strategic alliances and partnerships management • Communication policies and guidelines
• Community engagement policy and framework • Customer service standards
• Complaints management
Proficient planning, investment and delivery
• Transport coordination planning • Transport System Management Cycle • Integrated Transport Planning Framework • Sustainability Framework
• Environmental Framework • State Planning Program
• Queensland Road Safety Strategy and Action Plan • Public transport network planning
• Maritime Safety Queensland legislative planning • Investment Management
• Portfolio Management • Program Management • Benefits Management
• Technical Governance Committee and framework • Project Management
• Major Infrastructure Projects Governance Framework • Transport service contract management
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Practice How the practice is implemented
Proficient planning, investment and delivery cont:
• Corporate planning
• Business technology planning • People Plan
• Workforce Planning Model • TMR Capability Framework • Reconciliation Action Plan • Multicultural Action Plan • Disability Service Plan • Procurement planning
Robust performance management
• Corporate Planning and Performance Management Framework • Human resource performance management
• Evaluation
Responsible information management
• Information management strategic framework and lifecycle • Information policies and standards
• Use of ICT facilities and devices • Information security • Intellectual property • Recordkeeping • Right to Information • Information Privacy • Knowledge Management Effective management of risk and opportunity
• Risk Management Framework
• Workplace Health and Safety Management Framework, policies and standards
Embedded compliance and internal controls
• Internal control • Internal Audit
• Human resource policy framework
• Delegations – human resource, procurement, financial, legislative and record keeping • Financial legislative framework
• Financial management practice manual • Budget management
• Departmental procurement procedures and policies • Statutory body controls and controlled entities • Commercial business units
• Accreditation schemes, pre-qualification and registration programs
