Governance and Integrity Models
Main Roads’ governance approach directs and manages our business activities to optimise performance, achieve regulatory compliance and deliver value for customers aligned to values-driven management. Our governance model shows the relationships between our Minister, Commissioner and Corporate Executive supported by sub-committees.
There was an amendment to our governance structure this year that has seen the appointment of an independent chair for the Management Review and Audit Committee, Nicki Godecke the Commissioner of State Revenue.
Integrity Framework
Following a series of high profile integrity breaches in organisations across Australia, the Public Sector Commission released an Integrity Strategy for Western Australian Public Authorities. Supporting the strategy was a Snapshot Tool aimed at helping agencies evaluate their approaches and identify gaps to address. The tool is based around four key areas for improvement:
- Plan and act to improve integrity
- Model and embody a culture of integrity
- Learn and develop integrity knowledge and skills
- Be accountable for integrity
The leads from Finance and Commercial Services, Strategy and Communications and Human Resources did a comprehensive assessment against the tool. During that review, we identified and enacted a number of opportunities for improvement.
We deployed our Integrity Detection Improvement Plan with outcomes reported through our governance bodies. The plan had four phases:
Our Integrity Framework represents our commitment to effective fraud and corruption risk management and the promotion of a culture of integrity. Features of the framework include:
- Completion of a framework aligned with Australian Standard AS 8001:2008 (Fraud and Corruption Control) that consolidates and clarifies policies and processes in relation to fraud and corruption, gifts and benefits, conflict of interest, lobbyists, and misconduct.
- Training in ethical and accountable decision-making is mandatory for all employees within the on-boarding/induction process.
- Fraud and risk workshops held with all business areas to identify risks, controls and treatment action plans. Action plans are in business planning processes, which are subject to monitoring and reporting processes.
- Development of a Fraud Detection Plan as part of our risk management system and controls to better detect and manage fraud and corruption. Reports go to Corporate Executive and Audit Committee.
- New detection activities will include testing for potential fraudulent suppliers and detecting whether employees have relationships with suppliers i.e. undeclared conflicts of interest.
- Increased transparency through a central fraud and corruption incident register.
- Deployment of a Cyber Security Plan and accompanying awareness and information campaign.
The Integrity Framework is available to all employees via the iRoads intranet site.
Our Legislation
The Main Roads Act 1930, as amended, establishes the Commissioner of Main Roads as a corporate body and sets out the powers and duties of the office.
Additional Western Australian legislation guiding and empowering Main Roads includes:
- Land Administration Act 1997 providing powers for resumption of, and entry onto land
- Section 131 (Liability for damage to road infrastructure) of the Road Traffic (Administration) Act 2008
- Regulation 297 of the Road Traffic Code 2000 providing the Commissioner with the power to erect road signs and traffic signals, and install road marking
- Section 40 of the Road Traffic (Vehicles) Act 2012 providing the Commissioner with the authority to give an access approval for a complying restricted access vehicle to be on a road
- Section 33 of the Road Traffic (Vehicles) Act 2012 providing the Commissioner with the authority to modify a mass or dimension requirement, as provided in the Regulations.
We have processes and controls in place ensuring our compliance with other state and commonwealth legislation and regulations impacting on our activities.
Governance
