Our Delegation of Authority Manual defines the administrative responsibilities of officers and gives 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 know the Manual specifies delegation limits and that these must not be exceeded.
The Managing Director has a performance agreement with the Commissioner, while other members of Corporate Executive have Individual Performance Agreements with the Managing Director.
Corporate Executive is our peak decision-making body. Its objective is to “set clear strategic direction to deliver Government priorities, meet our aspirational purpose and achieve agreed performance goals”. It:
*Nicole Walton did not commence until February 2015.
Corporate Executive's objectives and role are supported by Standing Governance Committees.
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Corporate Development Committee |
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Membership (Attendance) |
Role |
Achievements |
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Executive Members:
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Management Review and Audit Committee |
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Membership (Attendance) |
Role |
Achievements |
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Executive Members:
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Budget Committee |
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Membership (Attendance) |
Role |
Achievements |
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Executive Members:
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Corporate Safety, Health and Wellbeing Committee |
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Membership (Attendance) |
Role |
Achievements |
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Executive Members:
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* A number of people have been acting as EDOD until Pascal Felix undertook the role from February to June 2015. |
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Our Corporate Business Plan is aligned to our strategic direction and Government goals and objectives. It forms the basis for all Directorate and Branch Business Plans and aligns planning, delivery, maintenance and operational activities with our corporate direction and priorities. This approach integrates strategic, workforce, operational and financial planning.
The Business Planning process defines how we go about our business and identifies annual corporate initiatives and actions within a four year timeframe. The Business Planning model shows the relationship between internal business management processes and the drivers to achieve program outcomes and Government goals.
We monitor, review and evaluate progress against achievements in the Corporate Business Plan and have established initiatives to review progress against stated aims each month, quarter, six months and year. Reporting varies from scorecard and dashboard style information and analysis through to quarterly staff communiques.
Our Risk Management Policy states that we “manage all risks so that our business outcomes are achieved and our reputation is protected”. We achieve this by:
Our systematic approach to enterprise-wide risk management centralises various corporate risk management procedures and processes from across the organisation.
All employees have a responsibility to mitigate risk by managing and identifying risks that are a part of the work we undertake. We align our process to the Australian Standard AS/NZS ISO 31000:2009 – Risk Management. In addition, major capital works projects incorporate risk management processes to identify and manage project and operational risks where necessary.
We hold workshops across the organisation to identify key operational and strategic risks facing individual directorates and business units, as well as Main Roads as a whole. These workshops focus on the strategic and longer term impacts to our business.
Mitigating actions to address these risks are incorporated within Directorate and Branch Business Plans and form part of the quarterly reporting and evaluation regime to Corporate Executive and across the organisation.
The Main Roads Act 1930, as last amended in 1996, establishes the Commissioner of Main Roads as a corporate body and sets out the powers and duties of the office. The Commissioner of Main Roads administers the Act and the accompanying Regulations and is accountable to the Minister for Transport.
The Road Safety Council Empowering Legislation and the Office of Road Safety
The Road Safety Council Act 2002 is the enabling legislation for the Road Safety Council. The Act is administrated by the Minister for Road Safety who is supported by the Office of Road Safety. Governance arrangements for road safety are documented in the Road Safety Council Governance Charter, the Road Safety Council Code of Conduct and Office of Road Safety Role Statement approved by the Minister.
Processes and controls ensure we comply with other State and Commonwealth legislation and regulations which impact on our activities.
No directives were issued by the Minister for Transport under Section 19B of the Main Roads Act 1930 during the year.
The following table provides a comparison of the financial targets and outcomes against criteria included in the Resource Agreement between the Commissioner of Main Roads, Minister for Transport and the Treasurer.
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2014-15 Target(1) $000 |
2014-15 Actual $000 |
Variation(2) $000 |
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Total Cost of Services |
2,075,440 |
1,989,406 |
86,034 |
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Net Cost of Services |
1,242,368 |
1,215,449 |
26,919 |
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Total Equity |
43,351,895 |
46,069,648 |
(2,717,753) |
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Net increase / (decrease) in cash held |
63,742 |
113,572 |
49,830 |
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(1) As specified in the latest budgets statements relating to estimates for 2014-15. (2) Explanations of variations: a) The variation in relation to the Total Cost of Services is mainly due to a reduction in maintenance cash outflows as a result of Treasury corrective measures, some delays in award of capital works contracts, claims from Local Government for works under the State Roads Funding to Local Government Agreement not being received and Motor Vehicle Licence Fees adjustments made by Treasury at 30 June 2015. b) The variation in Net Cost of Services is a result of claims from Local Government for works under the State Roads Funding to Local Government Agreement not being received, as well as an increase in operational overheads charged to capital projects. c) The variation in relation to Total Equity relates mainly to revaluation increases in the value of Land under Roads required under Accounting Standards to prevailing market based fair values. d) The Net increase in cash held being higher than budgeted relates to a reduction in maintenance cash outflows as a result of Treasury corrective measures, some delays in award of capital works contracts and Motor Vehicle Licence Fees adjustments made by Treasury at 30 June 2015. |
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Further explanations are also contained at Note 42 of the Financial Statements.
We provide monthly, quarterly and annual information to the Department of Treasury, which is subject to audit by the Office of the Auditor General. This also serves as an independent check on the integrity of financial reporting.
We are also required to report quarterly against financial targets and measures in the Resource Agreement between the Commissioner of Main Roads, Managing Director of Main Roads, Minister for Transport and the Treasurer.
Financial reports are tabled monthly and quarterly at the Budget Committee comprising the Managing Director of Main Roads, all Executive Directors and chaired by the Chief Finance Officer. Key financial highlights are reported monthly to Corporate Executive along with progress against Key Financial Performance Indicators. In addition, regions and branches review finances each month and present financial reports at Directorate Management Meetings. Financial performance reports are reviewed quarterly by the Department of Transport Portfolio Investment Coordination, as part of portfolio financial reporting to the Minister for Transport.
We maintain a comprehensive Financial Management Manual containing accounting and financial management policies and procedures, together with Control Self-Assessment Checklists. These documents communicate accountability for procedures within various responsibility areas and enhance the level of internal control. The Manual and Checklists enable management as well as internal and external auditors to monitor compliance with established policies and procedures and, together with the Financial Management Act 2006 and the Treasurer’s Instructions, are available online to all employees.
Financial statements include all disclosures in relation to capital works. Our Strategic Asset Management Plan details our 10-year investment needs and drivers. The Strategic Asset Management Plan adheres to WA Treasury’s Strategic Asset Management Framework.
We assess projects for funding based on their economic, environment and social impacts. Each capital project follows the national Austroads project evaluation methodology that includes a Benefit Cost Ratio (BCR) process, incorporating quantifiable economic data supplemented by simplified economic, environmental and social assessments.
The BCR records information on the benefits of a project on travel time savings, vehicle operating costs and smoother travel, safety and maintenance. Other benefits and costs are considered via a multi-criteria analysis. Capital works financial progress is reported to the Budget Committee each month.
Our best practice recordkeeping processes meet the legislative requirements of the State Records Act 2000. Our current Recordkeeping Plan approved in 2010 provides overarching guidance in recordkeeping systems, policies, practices, processes and legal disposal, in line with the changing needs of our workforce and how we do business. The Plan is being reviewed and remains valid until October 2015.
In line with our strategic value of putting the customer and their experience at the centre of everything we do, we have developed a Recordkeeping Framework to assist in educating employees concerning our records programme.
We have adopted the Australian Standard AS ISO 15489 – Records Management for best practice recordkeeping, and actively use the State Records Commission standards and principles. In addition, the ISO 16175 concerning Principles and Functional Requirements for Records in Electronic Office Environments has underpinned upgrade considerations regarding the Electronic Document and Records Management System (EDRMS), the development of corporate business applications/systems, and changes to internal and external websites. This new framework approach towards the management and conduct of recordkeeping provides a solid foundation for appropriate service delivery to our customers and stakeholders in a planned and informed manner.
More information on the services we provide, our response to future trends and our training program can be found here.
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