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Departmental governance overview

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Departmental governance overview
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Governance practices

The department’s governance framework is based on an executive committee structure that provides for:

accountability, transparency and integrity
clear direction and leadership
effective planning
risk management
effective performance management
a culture of accepting personal responsibility
effective internal communication
appropriate controls.

This framework allows us to achieve our policy, program and regulatory objectives efficiently, effectively and ethically, and to address emerging strategic issues and risks. It also ensures that we meet all our statutory requirements, especially those under the Financial Management and Accountability Act 1997 and the Public Service Act 1999.

These arrangements are supported by our:

internal audit program
fraud control and awareness program
security awareness and compliance program.

We continually refine our governance framework in response to emerging needs and better governance models.

Senior management committees and their roles

Executive Management Team

The Executive Management Team advises the secretary on strategic policy, budgets and performance reporting.

The Executive Management Team is responsible for:

budgetary allocation and financial oversight
oversight of operational performance
oversight of business and strategic planning
consideration, agreement and oversight of the department’s strategies and policies on such matters as human resource management, communications, planning, information technology, information management, security and governance
consideration of audit matters and follow-up actions
identification of emerging strategic issues, corporate risks and mitigation actions.

Profiles of Executive Management Team at 30 June 2009

Profiles of Executive Management Team at 30 June 2009
	Dr Conall O’Connell Secretary, Chair Dr Conall O’Connell has been secretary of the department since May 2007. Before his appointment, Conall was Deputy Secretary of the Department of the Environment and Water Resources (DEW). From 1991 until he joined DEW in 1997, Conall held various positions in the Department of the Prime Minister and Cabinet. He has a PhD and a Bachelor of Arts (Hons 1) from the Queen’s University, Belfast.
	Mr Daryl Quinlivan Deputy Secretary Daryl joined the department in 2000 as Executive Manager, Fisheries and Forestry Division. His career in the public service has included policy and corporate positions in several departments, including Transport and Regional Services and the Prime Minister and Cabinet. Daryl Quinlivan is a previous director of the Australian Fisheries Management Authority. Daryl has Bachelor of Arts (Hons) and Bachelor of Economics degrees.
	Mr Stephen Hunter Deputy Secretary Stephen Hunter was a deputy secretary of the department. Before Stephen joined us in November 2006, he was a deputy secretary in the Department of Families, Community Services and Indigenous Affairs (FaCSIA) for three and a half years. Before joining FaCSIA, Stephen spent five years as a deputy secretary with the Department of the Environment and Heritage, with responsibility for natural resource management and conservation. Before that he was Director of the Bureau of Transport and Communications Economics and a first assistant secretary with responsibility for Regional Development in the Department of Transport and Regional Services. Stephen holds a Bachelor of Arts (Hons) in political science and sociology from the Australian National University. Stephen retired from the department on 30 June 2009.
	Mr Phillip Glyde Deputy Secretary and Executive Director, ABARE Before joining this department, Phillip held positions in the departments of the Prime Minister and Cabinet, Environment and Heritage, and Resources and Energy, and in the Resource Assessment Commission and the CSIRO. Phillip has also worked at the Environment Directorate of the Organisation for Economic Co-operation and Development in Paris, and on secondment to the Cabinet Office and the Department of Environment, Food and Rural Affairs in the United Kingdom. He has an honours degree in natural resource management from the University of New England and a Bachelor of Economics degree from the Australian National University.
	Mr Rob Delane Deputy Secretary and Executive Director, AQIS Before joining the department on 3 November 2008, Rob held the position of Deputy Director General (Biosecurity and Research) in the Department of Agriculture and Food in Western Australia. His national roles include a directorship of Plant Health Australia and membership of the Quarantine and Exports Advisory Council. He has Master of Science (Agriculture) and Bachelor of Science (Agriculture) (Hons) degrees from the University of Western Australia. Rob received a Public Service Medal in 2007 for outstanding public service to the agriculture industries and the community of Western Australia.
	Dr Colin Grant Executive Director, Bureau of Rural Sciences Colin is a member of the Commonwealth’s Coordination Committee on Science and Technology and the International Science Standing Committee. He has been a CSIRO research scientist and an academic at two universities, and has worked for the governments of New South Wales, the United Kingdom and the United States. Colin was raised and educated in Kenya. He undertook university studies in science at the former Haile Selassie University in Ethiopia, in Tasmania and in Queensland, achieving Bachelor of Science (Hons) and PhD qualifications.
	Ms Anne Hazell Chief Operating Officer Anne joined the department in February 2009 as the Chief Operating Officer. She has a strong background in delivery of corporate services and extensive experience in chief financial officer roles in the Australian Government. She has worked in central coordinating agencies and both policy and service delivery agencies. Anne has a Bachelor of Economics degree and is a Fellow of CPA Australia.
	Mr David Williamson Executive Manager, Corporate Policy Division David has a background in policy advice and program delivery across a range of portfolio areas, and has held general manager positions in our International and Rural Policy and Innovation divisions. David has served on a number of portfolio secretariats, including the 2005 Reference Group, which reported on future directions in Australian agriculture and food policy; the 2002 Independent Assessment of the Sugar Industry; and wheat marketing reviews in 2000 and 2004. He was Government Director of the Sugar Research and Development Corporation from 2003 to 2007. David has a Bachelor of Arts (combined Hons) degree from the University of Melbourne.
	Ms Karen Schneider Executive Manager, Bureau of Rural Sciences Karen has been Executive Manager of the Bureau of Rural Sciences since 4 August 2008. Before this she was Deputy Executive Director in ABARE, responsible for leadership of research and corporate programs. Karen has 25 years experience in research and policy analysis across the agricultural, energy and minerals sectors. She has a first class honours degree in applied science from the University of New South Wales.
	Mr Darren Schaeffer Chief Finance Officer, Corporate Finance Division Darren joined the department in December 2008 as the Chief Finance Officer. Darren’s public service career has included several senior finance roles across a number of portfolios, including Environment and Finance. Before joining the public service in 2000 he worked in a variety of private sector companies, primarily in the service and manufacturing industries. He has Bachelor of Business (Accounting) and Masters of Business Administration (Public Sector Management) degrees. He is also a Certified Practising Accountant.

Rotational Executive Management Team members for 2008–09
	Ms Jenet Connell Executive Manager, Business Strategy and Corporate Services, AQIS Before joining the department in 2007, Jenet was a Group Manager with the Department of Employment and Workplace Relations. She has also held a number of senior positions in Western Australia and Victorian state departments and in the private sector. Jenet holds a master’s degree in organisational psychology.
	Mr Ian Thompson Executive Manager, Sustainable Resources Management Division Ian has worked in the department since 1986, in roles covering plant industry policy, field crop issues, plant health, native title, drought management, rural adjustment, water resources management, landcare and sustainable agriculture. Before joining the department, he worked in the Department of Arts, Heritage and the Environment, primarily on environmental impact assessment. He has a Bachelor of Natural Resources (Hons) from the University of New England.

Table 24 - Audit subcommittee–role and membership at 30 June 2009
Committee	Role	Membership
Financial Statements Subcommittee	As a subcommittee of the Audit Committee, reviews production of annual financial statements and the certificate of compliance. Also reviews accounting standards and policies relevant to preparation of financial statements and the department’s implementation of these policies. Meets as needed.	External member of the Audit Committee (chair) An additional member with financial qualifications Chief Finance Officer An AQIS representative

Audit Committee

The department’s Audit Committee oversees and advises the secretary on financial reporting, internal control structures, risk management systems, internal and external audit functions and fraud control.

At 30 June 2009 the members of the Audit Committee were:

Mr Daryl Quinlivan, (Chair), Deputy Secretary (see ‘Executive Management Team’)
Mr Craig Burns, Executive Manager, Trade and Market Access Division
Craig Burns has been Executive Manager of the Trade and Market Access Division since 16 June 2008. He was previously was the Executive Manager of the International Division of the department.
Mr Tim Chapman, Executive Manager, Quarantine Operations
Tim Chapman has been Executive Manager of Quarantine Operations in AQIS since 20 June 2008. Prior to the department’s restructure in June 2008 he was the Branch Manager of Cargo and Shipping in AQIS.
Ms Anne Hazell, Chief Operating Officer (see ‘Executive Management Team’)
Ms Mary Boydell, independent member
Mary Boydell is a Fellow of the Institute of Chartered Accountants with more than 30 years experience in commerce and audit oversight and a Bachelor of Commerce from University of Queensland.
Mr Michael Harris, independent member
Michael Harris is a certified practising accountant, a Fellow of CPA Australia and a member of the Institute of Internal Auditors with more than 40 years experience in accounting and auditing.

The Audit Committee is supported by the Financial Statements Subcommittee (see Table 24).

Other governance committees

The department’s governance structure was strengthened in 2008–09. The Executive Management Team is now supported by a number of governance committees—the Business Improvement Committee, the Information and Communication Technology Committee, the Legislation and Deregulation Committee, the People Management Committee and the Biosecurity Executive Leadership Group (see Table 25).

Table 25 Governance committees—roles and membership at 30 June 2009
Committee	Role	Membership
Business Improvement Committee	Provides strategic advice to the secretary through the Executive Management Team on matters such as technology, systems and business improvement processes for the department; the governance framework, including risk management, financial management, fraud control, business continuity, and procurement; grants and project management; and Ombudsman and freedom of information matters. Makes decisions about routine matters related to the committee’s work. Meets as needed.	Deputy secretary Chief Operating Officer Chief Finance Officer Five SES representatives
Information and Communication Technology Committee	Provides strategic advice to the secretary through the Executive Management Team on matters relating to strategic information and communication technology direction, performance and investment to support the department’s overall objectives. The committee provides oversight of information and communication technology within the department to ensure that decision-making is transparent, well understood and implemented in a structured and appropriately governed manner. Meets as needed.	Chief Operating Officer Chief Information Officer Chief Finance Officer Biosecurity Services Group executive representative Biosecurity Services Group regional representative from 1 July 2009 One SES representative
Legislation and Deregulation Committee	Provides strategic guidance for the secretary, through the Executive Management Team, on the portfolio’s legislation program and priorities, and coordinates departmental action to implement the Australian Government’s deregulation agenda. Meets as needed.	Deputy secretary Executive Manager, Corporate Policy An SES representative from: Agricultural Productivity Sustainable Resource Management Climate Change AQIS Product Integrity, Animal and Plant Health (PIAPH) Quarantine and Biosecurity Policy Unit Trade and Market Access
People Management Committee	Provides strategic advice to the secretary through the Executive Management Team on matters including human resources policies such as recruitment, performance management, rewards and recognition, learning and development, occupational health and safety, staff survey outcomes, ethics and code of conduct, and the graduate program. Makes decisions about routine matters related to the committee’s work. Meets as needed.	Deputy secretary Chief Operating Officer An AQIS representative Five SES representatives
Biosecurity Executive Leadership Group	Provides strategic advice to the secretary, through the Executive Management Team, on the implementation of closely integrated biosecurity functions across AQIS, Biosecurity Australia and PIAPH. Provides leadership and coordination for the implementation of the Review of Quarantine and Biosecurity and of business improvement opportunities across the department’s biosecurity services. Meets fortnightly.	Deputy secretary and Executive Director, AQIS Executive Manager, Business Strategy and Corporate Services, AQIS Executive Manager, Quarantine Systems, AQIS Executive Manager, Quarantine Operations, AQIS Executive Manager, Exports, AQIS Executive Manager, PIAPH Chief Executive, Biosecurity Australia Executive Officer, AQIS

Senior executives’ responsibilities

Table 26 lists the department’s senior executives and their responsibilities at 30 June 2009.

Senior executive remuneration policy

The secretary’s remuneration and other conditions are determined by the Prime Minister, as specified under the Public Service Act 1999. The secretary determines the remuneration for the department’s senior executives, having regard to the annual Australian public service remuneration survey conducted by the Department of Education, Employment and Workplace Relations.

The department’s remuneration policy allows variation in remuneration between individual jobs, based on market and work value considerations. This is vital to our ability to compete effectively for the best people in the employment market.

Note 13 on page 318 in the financial statements in this annual report provides specific information on senior executive remuneration for the department; note 12 on page 405 provides information on AQIS executive remuneration.

Table 26 - Senior executives of the department at 30 June 2009
Position	Person	Responsibilities
Secretary	Dr Conall O’Connell	Efficient and effective operation of the department Director of Animal and Plant Quarantine Chair of the Executive Management Team Chair of the Primary Industries Standing Committee Co‑chair of the Natural Resource Management Standing Committee Member of the Food Regulation Standing Committee of the Australia and New Zealand Food Regulation Ministerial Council Chair of the National Emergency Animal Disease Management Group Chair of the National Emergency Plant Pest Management Group Departmental representative on the Food Regulation Standing Committee Ex officio member of the Quarantine and Exports Advisory Council
Deputy Secretary	Mr Daryl Quinlivan	Assistance to the secretary across a broad range of issues and functions Member of the Executive Management Team Chair of the Audit Committee Chair of the Legislation and Deregulation Committee Oversight responsibility for the work of the Climate Change and Corporate Policy divisions Government director of the Australian Fisheries Management Authority Deputy Secretary
Executive Director, AQIS	Mr Rob Delane	Assistance to the secretary across a broad range of issues and functions Oversight responsibility for the work of the Product Integrity, Animal and Plant Health (PIAPH) and AQIS divisions Member of the Executive Management Team Chair of the Biosecurity Executive Leadership Group. Member of the Quarantine and Exports Advisory Council
Deputy Secretary Executive Director, ABARE	Mr Phillip Glyde	Assistance to the secretary across a broad range of issues and functions Efficient and effective operation of ABARE Provision of timely and relevant briefing and advice to the department and government on economic issues affecting portfolio industries Member of the Executive Management Team Chair of the Business Improvement Committee from 1 July 2009 Chair of the People Management Committee Disability Champion
Deputy Secretary	Mr Stephen Hunter	Assistance to the secretary across a broad range of issues Member of the Executive Management Team Security Executive—responsibilities under government policy Chair of the Business Improvement Committee until 30 June 2009
Executive Director, Bureau of Rural Sciences	Ms Karen Schneider	Efficient and effective operation of BRS Provision of timely and relevant briefing and advice to the department and government on scientific issues affecting portfolio industries Member of the Executive Management Team Member of the BRS Executive Committee Member of the Coordination Committee on Science and Technology Member of the International Science Standing Committee Member of the advisory board of the Australian Centre of Excellence for Risk Analysis
Chief Operating Officer	Ms Anne Hazell	Assistance to the secretary across a broad range of issues and functions Efficient and effective operation of the Corporate Services Division Member of the Executive Management Team Chair of the Information and Communication Technology Committee Member of the Business Improvement Committee Member of the People Management Committee
Chief Finance Officer	Mr Darren Schaeffer	Member of the Executive Management Team Member of the Business Improvement Committee Member of the Information and Communication Technology Committee Efficient and effective operation of the Corporate Finance Division
Chief Executive Biosecurity Australia	Dr Colin Grant	Member of the Executive Management Team Ex officio member of the Quarantine and Exports Advisory Council Member of the Biosecurity Executive Leadership Group Efficient and effective operation of Biosecurity Australia
Executive managers and deputy executive directors	Mr David Williamson Corporate Policy	Efficient and effective operation of the Corporate Policy Division Member of the Executive Management Team Member of the Legislation and Deregulation Committee
	Mr Tom Aldred Product Integrity, Animal and Plant Health	Efficient and effective operation of the PIAPH Division Development and implementation of PIAPH policies and programs for food and product safety, animal and plant health, and animal welfare Member of the Audit Committee
	Mr Ian Thompson Sustainable Resource Management	Efficient and effective operation of the Sustainable Resource Management Division Development and implementation of policies and programs for Landcare, sustainable production, Caring for our Country, and domestic fisheries and aquaculture Government member of the National Rural Advisory Council Rotational member of the Executive Management Team
	Mr Allen Grant Agricultural Productivity	Efficient and effective operation of the Agricultural Productivity Division Development and implementation of policies and programs for the food, horticulture, wine, livestock and cropping industries and the agricultural innovation, research and training sectors
	Mr David Mortimer Climate Change	Efficient and effective operation of the Climate Change Division Development and implementation of policies and programs for drought, climate change, farm adjustment and forestry Government member of the Wheat Export Authority
	Mr Craig Burns Trade and Market Access	Efficient and effective operation of the Trade and Market Access Division Development and implementation of policies and programs to advance portfolio interests in multilateral and bilateral trade, international fisheries and the live animal trade Oversight of technical market access issues across relevant areas of the department
	Ms Jenet Connell Business Strategy and Corporate Services, AQIS	Efficient and effective operation of AQIS business strategies and corporate and information services Rotational member of the Executive Management Team
	Mr Greg Read Export Programs, AQIS	Efficient and effective operation of AQIS Export Services and animal programs Delivery of AQIS business strategies Chair of the Export Meat Industry Advisory Committee Chair of the Codex Committee on Food Import and Export Inspection and Certification Systems
	Ms Jenni Gordon Quarantine Systems, AQIS	Efficient and effective operation of AQIS quarantine systems Delivery of AQIS business strategies Member of the Audit Committee Chair of the AQIS Assurance Subcommittee
	Mr Tim Chapman Quarantine Operations, AQIS	Efficient and effective operation of AQIS quarantine programs Delivery of AQIS business strategies
	Ms Fran Freeman Quarantine and Biosecurity Policy Unit	Provision of timely and relevant briefing and advice to the department and government on quarantine and biosecurity issues
	Dr Terry Sheales Deputy Executive Director, ABARE	Efficient and effective operation of ABARE Provision of timely and relevant briefing and advice to the department and government on economic issues affecting portfolio industries Member of the ABARE Executive Committee
	Mr Don Gunasekera Chief Economist, ABARE	Leadership of ABARE research programs
Chief Veterinary Officer	Dr Andy Carroll	Adviser to the secretary on a range of animal health issues Departmental representative on the: animal health quadrilateral group Animal Health Committee Member of the Australian Animal Health Laboratory Strategic Policy Group Chair of the Primary Industries Standing Committee and Primary Industries Ministerial Council Consultative Committee on Emergency Animal Diseases Chair of the Council Consultative Committee on Emergency Aquatic Animal Diseases Member of the SAFEMEAT Partnership Chair of the Aquatic Animal Health Committee

Ethical standards

In 2008–09 the department advanced several initiatives to improve and maintain appropriate ethical standards.

We continued to train staff in fraud control, governance, ethics and security, particularly through the induction process. Our training promotes the Australian Public Service (APS) Values and Code of Conduct. We maintained procedures for reporting and investigating fraud and serious misconduct.

We maintained our governance framework by updating information and providing training on new and revised Chief Executive Instructions, and improving the interface between the department’s delegations database and human resource management system. We improved communication to all staff on governance matters and the APS Values by revising and reissuing our Code of Conduct brochures.

Training focused specifically on the APS Code of Conduct was provided for all employees of the department in 2008–09, and continues to be delivered as part of the formal induction process.
We completed the implementation of the 2006–08 fraud control plan, which was prepared to meet the requirements of the Australian Government’s fraud control policy and the Financial Management and Accountability Act.

The department’s revised fraud control plan (approved by the Audit Committee in June 2008) includes improved fraud controls for grants management, intellectual property management, human resource management, vehicle management, destruction of seized imported food, and audit arrangements for quarantine approved premises. Regular reports were provided to the Audit Committee in 2008–09.

Risk management

In 2008–09 we built on the work done in 2007–08 to embed risk management more deeply into our decision-making and planning processes.

We continued to deliver training using the risk management training package developed in 2007–08 to improve understanding of risk management across the department. A review of the risk management training package was commenced and redevelopment of the package is scheduled for 2009–10.

The department showed continuous improvement in risk management according to the results of the 2009 Comcover Risk Management Benchmarking Survey. Our risk management performance remained strong in comparison with other comparably sized agencies—the department was awarded a score of 7.9 out of a possible 10, which was an increase on last year’s score of 7.6.

Each division of the department included six-monthly risk reports in their performance reviews provided to the Executive Management Team. In 2008–09 we refined the template and the process to reduce the reporting burden for divisions and to improve the clarity of the divisional risk reports.

We conducted exercises on 30 September 2008 and 1 October 2008 to test the department’s Critical Incident Response Plan and the Business Continuity Plan for response and recovery of business functions in the event of a disruption to our business.

The Business Continuity Plan was activated in response to a critical incident in the department’s national office on 23 June 2009, when business was interrupted and staff members were evacuated. Two hours later all staff were able to resume normal business operations, except for those located on level seven in the Marcus Clarke Street building. These staff were temporarily relocated to other areas in the building and were able to resume normal business operations the following day.

Corporate performance planning and reporting

The department’s accountability and performance for 2008–9 was documented at a number of levels.

The Portfolio Budget Statements, Portfolio Additional Estimates Statements and Portfolio Supplementary Additional Estimates Statements stated the portfolio agencies’ planned outcomes, appropriations and revenue, and the purpose of the portfolio budget measures.

The 2008–2011 Corporate Plan set out our plans for four calendar years.

Our Client Service Charter provided information on our service responsibilities and the standard of service stakeholders could expect from us.

Annual divisional business plans documented how each division set out to deliver individual outputs through projects.

Individual work plans and learning agreements documented the work staff members agreed to undertake, the work standards they agreed to meet, the skills they needed to use and develop, and how they would improve those skills through agreed learning and development activities.
Financial reports, reviewed at each Executive Management Team meeting, reported on year-to-date and end-of-year projections against budget.

Biannual business performance reviews for each division (in December and June) reported risks and achievements against the Portfolio Budget Statements’ performance indicators and government priorities.

The department’s operations in 2008–09 were also supported by our Communications Strategy, Governance Framework, Internal Audit Plan, Fraud Control and Awareness Plan, Chief Executive Instructions, Risk Management and Business Continuity Framework, Workplace Diversity Plan, Collective Agreement 2006–09, Capability Framework, and Learning and Development Strategy.

Assets management

The department has several classes of assets:

land and buildings
plant and equipment
intangibles (software)
leased IT equipment.

We manage some 1100 non-IT assets around Australia and have 13 000 IT‑related assets under a leasing arrangement. The value of our assets is $89 million. Our major asset investments are in land, buildings and intangibles.

Our asset register is centrally managed. We have a specialist team to provide guidance on management and disposal of assets. Our land, buildings and leased assets are managed by third parties under outsourcing contracts.

To achieve departmental objectives and business requirements, we control acquisitions of and enhancements to assets through a capital budgeting process approved by the Executive Management Team. Divisions submit capital budget proposals for consideration and approval as part of the annual budget process.

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Last reviewed:
08 Oct 2009

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