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Our Principles

Principle 2: Management and Oversight

Strategic Plan

Our Strategic Plan, known as 2k12, sets the high-level strategic direction for our organisation up to the end of 2012. It reflects the dynamic environment we operate in and represents our response to the challenges and opportunities we face. The 2k12 Plan is aligned with our purpose and vision and our aim to 'achieve excellence through inspiring leadership and strong collaborative relationships'. Most importantly, it helps us to work towards achieving the following five areas of strategic focus:

Strategic Area of Focus Objective
Providing the right roads for WA To plan, develop and deliver effective outcome based road programs
Making roads work for the community Ensuring people and freight can move safely, reliably and efficiently across the road network
Creating our workforce of the future Creating an environment that will attract, develop and retain employees
Inspiring leadership Creating an environment that develops and recognises leadership throughout the organisation
Enhancing relationships To enhance existing and forge new relationships

Work has already commenced on the development and creation of a new strategic plan to take us through to 2020. Building on the success of 2k12 we have once again adopted Scenario Planning as the basis for determining our future direction and priorities. At this time we have already engaged extensively with our own people, our portfolio partners and key stakeholders as we all work together to identify our new areas of strategic focus. The strength and whole-of-organisation engagement in our strategic planning process is one of the fundamental planks to Main Roads ongoing success.

 

Corporate Executive

Corporate Executive consists of the Managing Director, all Executive Directors and the Directors of Budget and Financial Planning and Strategic Relationships. The outcomes sought from Corporate Executive are to set clear strategic direction and delivery of government priorities, Main Roads purpose and defined performance goals. It meets monthly to review organisational performance both directly and through a series of formally established sub-committees.

Corporate Executive meetings were held monthly in the last year, attendance is shown below:

Menno Heneveld John Erceg Des Snook Leo Coci Peter Woronzow John Taya Doug Morgan Bob Philips Rob Giles Steve Potter Iain Cameron
12 12 12 10 12 12 11 12 7* 5* 10

*The position of Director, Strategic Relationships was held by Rob Giles until Feb 2012. He is now on extended leave and will retire in September 2012. Steve Potter was appointed Acting Director Strategic Relationships as of March 2012.

Corporate Executive's role is to;

  • Assist in the discharge of the Managing Director's responsibilities and to operate as an advisory body to the Managing Director
  • Achieve the best outcomes from key decisions, develop Executive commitment to key organisational priorities and model Main Roads values and behaviours to the organisation
  • Set strategy, oversight, decision-making, leadership, manage organisational performance and ensure capability to deliver road user services
  • Provide a forum to raise issues of corporate relevance and seek the feedback and input from peers
  • Be proactive, oriented to the long term and outcomes-focused.

In achieving its role, Corporate Executive is supported by five standing committees. Each committee is led by a member of Corporate Executive and reports regularly on its achievements and future direction. A summary table on page 92-93 indicates the membership, attendance, role and achievements of each committee.

 

Delegation of Authority

Our Delegation of Authority Manual exists to clearly define the administrative responsibilities of officers and give them sufficient authority to carry out their day-to-day tasks. The Delegation of Authority is in accordance with the Main Roads Act 1930 and the principle of public administration set out in Section 7(d) of the Public Sector Management Act 1994. Employees are aware that delegation limits are specified in the Delegation of Authority Manual and that they must not be exceeded.

Membership (Attendance) Role Achievements
Corporate Development Committee – Meetings Held: 8
Executive Members John Taya (Chair) – 8
John Erceg – 6
Des Snook – 2
Leo Coci – 6
Peter Woronzow – 4
Doug Morgan – 7
  • Responsible for initiating and managing Corporate Development as part of the Creating Our Workforce of the Future strategy
  • Focuses on leadership and competency development across levels
  • Deliver the Building Technical Capability initiative.
  • Realignment of the criteria applied to the committee's consideration of internal research and innovation projects, to more clearly define the role and support this area
  • Progressed the Competency Development System project to finalise a competency framework. The project included the commencement of a pilot implementation in the functional areas of Financial Services, Project/Contract Management and Organisational Development
  • Development of an online Employee Development System. The new system will automate – Individual Development Planning, Competency Development, 360 feedback surveys and training administration
  • Endorsed the following staff development activities such as the Senior Manager and Executive Coaching Program, Inspiring Leadership Development Program, Executive Development Program, and Project Management Development Program and provided extensive training to staff in Accountable and Ethical Decision Making
There are 2 other non-executive standing members in this committee.
Business Improvement Committee – Meetings Held: 4
Executive Members Peter Woronzow (Chair) – 4
John Erceg – 4
John Taya – 4
Doug Morgan – 4
  • Ensures that business processes and systems are effective
  • Promote efficient use of resources
  • Supports sound Corporate Governance.
  • Adoption, alignment and gap assessment of measures against Global Reporting Initiative and the Australian Business Excellence Framework
  • Driving the development of a revamped intranet site, 'iRoads'
  • Reviewed, considered and endorsed the results from tracking business improvements arising from customer feedback complaints and analysis
  • Oversight of the Third Party Certified Integrated Management System
  • Oversight of organisational reviews including Outcome-Based Performance Measures and Effectiveness of the Operations of Corporate Executive
There are 3 other non-executive standing members in this committee.
Management Review and Audit Committee – Meetings Held: 4
Executive Members Menno Henneveld (Chair) – 3
John Erceg – 3
Des Snook – 2
Peter Woronzow – 4
Doug Morgan – 4
  • Considers the audits and reviews performed by the Management Review and Audit Branch
  • Ensures audits and reviews are in accordance with the Annual Audit Plan
  • Develops a three-year strategic audit plan.
  • Health Checks on six of the seven Integrated Service Agreements
  • Financial compliance audits of six of the seven Integrated Service Agreements
  • Review of Main Roads' Readiness for CHOGM
  • Review of the Network Operations Plan and the Link to Main Roads' Planning Processes
Budget Committee – Meetings Held: 14
Executive Members Peter Woronzow (Chair) – 13
John Erceg – 12
Des Snook – 10
Leo Coci – 12
Bob Philips – 9
Doug Morgan – 12
John Taya – 9
  • Decision making body for Investment Planning, Program Development and Delivery
  • Ensures the best use of funds to achieve strategic outcomes.
  • Monitoring and actioning budgetary and financial matters including program strategies and structures to deliver outcomes linked with Government objectives
  • Provision of strategic direction for project development funding and activities
  • Supervision of transitional arrangements in preparation for new maintenance delivery arrangements
  • Supervision of managed transfer of assets between State and Local Government
  • Approval of the final four-year and 10-year program submissions to Department of Treasury
Corporate Safety, Health and Wellbeing Committee – Meetings Held: 10
Executive Members Doug Morgan (Chair) – 10
John Erceg – 8
Des Snook – 7
Leo Coci – 10
Peter Woronzow – 9
John Taya – 10
Iain Cameron – 9
  • Presides over all safety, health and wellbeing issues from high level strategy through to review of individual incidents
  • Acts as a primary Occupational Safety and Health channel and reports on full-time and contracted employees to Corporate Executive.
  • Maintaining certification to AS 4801
  • Further development and implementation of a suite of positive indicators based on proactive safety, health and wellbeing behaviour
  • Continued coordination and review of the OSH management system to facilitate continuous improvement
  • Integration of wellbeing into the existing safety and health management system as part of a holistic approach to OSH management
  • Develop a community of OSH Practitioners that contributes to our OSH Principles and Objectives
There are 10 other non-executive standing members in this committee.