Governance

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Image of Roadworks along Goldfields Highway
Roadworks along Goldfields Highway

Principle 2 & 3: Management and Oversight and Our Organisational Structure

Strategic Plan

Our current Strategic Plan, known as 2k12, sets the high-level strategic direction for our organisation up to the end of 2012. This five-year improvement plan has served us well and seen a range of significant improvements deployed across the organization. It drove us as we sought to ‘achieve excellence through inspiring leadership and strong collaborative relationships’. The existing Strategic Plan was built around and focused on delivering the following five Strategic Areas of Focus:

Strategic Area of Focus

Objective

Providing the right roads for WA

Planning, developing and delivering 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

Enhancing existing and forging new relationships

Our new Strategic Plan, to be known as 2020, has now been fully developed and will be rolled out across the organisation in mid-2013. In developing our new plan we have once again used scenario planning to capture a variety of economic, social, political and technological trends that have the potential to impact on the business. Following extensive internal engagement with our Portfolio partners, employees, suppliers and customers, we have created a new Vision and, Purpose and identified new areas of focus to guide us in the coming years. The latest information on the Plan is available on our website.

We discuss how our Corporate Business Plan keeps track and measures our performance in alignment with our Strategic Plan in Principle 4.

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 Manual and that they must not be exceeded.

Corporate Executive

Corporate Executive comprises the Managing Director, all Executive Directors and the Manager Executive Services. Corporate Executive’s objectives are to set clear strategic direction to deliver Government priorities, meet our purpose and achieve defined performance goals. It meets monthly to review organisational performance both directly and through a series of formally established sub-committees. Eleven Corporate Executive meetings were held in the last financial year and attendance is shown below.

Corporate Executive Member

Attended Meetings

Menno Henneveld, Managing Director to December 2012

5

Steve Troughton, Managing Director from February 2013

5

John Erceg, Executive Director Regional Services

11

Des Snook, Executive Director Road Network Services

10

Leo Coci, Executive Director Infrastructure Delivery

11

Peter Woronzow, Executive Director Finance & Commercial Services

11

John Taya, Executive Director Organisational Development

11

Doug Morgan, Executive Director Planning & Technical Services

11

Iain Cameron, Executive Director Office of Road Safety

10

Steve Potter, A/Manager Executive Services

11

The position of Managing Director was held by Menno Henneveld to December 2012. Our new Managing Director, Steve Troughton was appointed in February 2013. In the absence of a Managing Director, our Commissioner, Reece Waldock chaired the meetings. Due to a minor organisational restructure, the position of Director Budget and Financial Planning and Director of Strategic Relationships no longer form part of the Corporate Executive team.

Corporate Executive’s role is to:

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. These committees provide a mechanism for staff to provide recommendations and direction to Corporate Executive for activities within their function. A table below summaries the main activities undertaken by each committee during the year, membership of the committee, and attendance by relevant Corporate Executive members.

Our Governance Model and Organisational Structure

Our Governance Model and Organisational Structure

Standing Committees’ 2012-13 Role and Achievements

Corporate Development Committee

Meetings Held: 8

Membership (Attendance)

Committee Role

2012-13 Achievements
Executive Members:

John Taya (Chair) – 6

John Erceg – 7

Des Snook – 3

Leo Coci – 8

Peter Woronzow – 8

Doug Morgan – 8

There are 2 other non-executive standing members in this committee.
  • Corporate Development, including prioritisation of Learning and Development initiatives and seeking Budget Committee approval for funding of the Learning and Development Investment Plan
  • Provides leadership and direction on the formulation of the 2020 Strategic Framework
  • Fosters and provides leadership on innovative research and development initiatives that emerge at Main Roads
  • Considers recommendations from the Development Employee Committee on permanent placements of Development Employees
  • Further developed and implemented the Employee Development System.
  • Reached target of 95% of staff to have completed the Accountable and Ethical Decision Making course.
  • Established new Executive Development Program and Middle Manager Development Program.
  • Conducted a range of Innovation projects as part of the Development Employees Leadership Program including:
    • A methodology for mobile vehicle emissions monitoring on road works projects.
    • A trial of rural variable messaging with mobile technology as a way to extend the use of – Intelligent Transport Systems in rural areas to mitigate road user risks.
    • Development of a management plan for spatial data collection.
    • A trial of solar powered road delineation markers in rural Blackspot areas.

Business Improvement Committee

Meetings Held: 4
Executive Members:

Peter Woronzow (Chair) – 4

John Erceg – 4

John Taya – 2

Doug Morgan – 2

There are 3 other non-executive standing members in this committee.
  • Ensures that business processes and systems are effective
  • Promotes efficient use of resources
  • Supports sound Corporate Governance
  • Assessment against Global Reporting Initiative and moves towards adopting International Integrated Reporting Council.
  • Driving the development of a new Information Communication and Technology Strategy.
  • Reviewed, considered and endorsed business improvements arising from customer analysis.
  • Oversight of the Third Party Certified Integrated Management System.
  • Initiated a project to create an independent Program Management Office.
  • Developed and deployed a Social Media policy and guidelines.

Management Review and Audit Committee

Meetings Held: 3
Executive Members:

Menno Heneveld – 1 (chair to December 2012)

Steve Troughton – 1 (chair from February 2013)

Peter Woronzow – 3

Doug Morgan – 3
  • Considers audits and reviews performed by the Management Review and Audit Branch
  • Ensures audits and reviews are in accordance with the Annual Audit Plan
  • Reviews and approves the Annual Audit Plan.
  • Conducted follow-up audits of initial financial audits and health checks of three Integrated Service Agreements.
  • Review of the Office of Road Safety.
  • Financial compliance audit of the Gateway WA project.
  • Audit of the Line Marking Contracts.
  • Review of the Browns Range Alliance.
  • Delivery of the agreed Strategic Audit Plan.

Budget Committee

Meetings Held: 12
Executive Members:

Peter Woronzow (Chair) – 11

John Erceg – 11

Des Snook – 10

Leo Coci – 12

Doug Morgan – 11

John Taya – 8
  • 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 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: 9
Executive Members:

Doug Morgan (Chair) – 9

John Erceg – 8

Des Snook – 4

Leo Coci – 8

Peter Woronzow – 7

John Taya – 7

Iain Cameron – 7

There are 10 other non-executive standing members in this committee.
  • 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 AS/NZ 4801 Safety Management Systems certification.
  • Maintaining corporate certification to WorkSafe Gold.
  • Successfully implementing improvements to the Alcohol and Other Drugs Policy and Personal Protective Equipment Policy.
  • Implementation of functional requirements for high risk roles and fitness for task assessments.
  • Rolled-out wellbeing training across the organisation.
  • Continued to provide OSH systems and management training to our workforce.
  • Continued coordination, improvement and review of the Safety, Health and Wellbeing Management System.
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