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    Corporate support functions

    Corporate Governance Group (CGG)

    The CGG meets monthly and exists to assist the Director-General in discharging his accountabilities to achieve the department’s objectives.

    Chaired by the Director-General, CGG also includes the following members:

    • Deputy Director-General, Corporate and Government Services
    • Deputy Director-General, Strategy and Engagement
    • Deputy Director-General, Policy
    • Cabinet Secretary, Cabinet Services
    • Deputy Director-General, Arts Queensland
    • Parliamentary Counsel

    The role of the CGG is to:

    • support the Director-General in decision making and advising on matters of strategic importance
    • identify and report on emerging governance issues and major activities
    • provide assurance on the effectiveness of governance arrangements
    • review and approve corporate policies and processes
    • act as a forum for strategic information sharing
    • embed risk management activities and manage risk mitigation strategies
    • consider impacts of whole-of-government initiatives on the department’s activities
    • act as the department’s crisis management group and meet during a disruption to oversee the department’s internal and whole-of-government responsibilities.

    To manage the department’s key duties and responsibilities, sub-committees, chaired by CGG members, support the function of the CGG.

    To enhance the corporate governance arrangements a new committee structure was approved in February 2016. Two new sub-committees—People and Capability, and Performance and Strategy—were created to complement the existing Finance and Risk Committees. A temporary sub-committee to oversee the move to 1 William Street was also created.

    These sub-committees provide regular updates to CGG on progress of their respective key focus areas.

    Finance Committee

    The Finance Committee meets quarterly and provides reports to the CGG. The committee met six times during 2015–16.


    The role of the Finance Committee is to:

    • guide the annual budget processes
    • monitor and report on DPC’s financial performance against priorities and approved budgets
    • formulate strategies for improving DPC’s financial position including implications of whole-of-government financial policy developments
    • provide executive-level oversight of strategic procurement issues in accordance with departmental priorities
    • consider strategic operational financial risk for DPC and develop appropriate mitigation.

    Performance and Strategy Committee

    The Performance and Strategy Committee meets quarterly and provides reports to the CGG. It was newly formed in February 2016 and met once during 2015–16.


    The role of the Performance and Strategy Committee is to ensure DPC’s statutory obligations in relation to organisational performance management are met by providing oversight of:

    • key strategy and planning decisions
    • the measuring and monitoring of DPC results
    • DPC’s public reporting requirements
    • emerging risks and risk mitigation strategies relating to performance matters.

    People and Capability Committee

    The People and Capability Committee meets quarterly and provides reports to the CGG. It was newly formed in February 2016 and met twice during 2015–16.


    The role of the People and Capability Committee is to:

    • embed a workforce culture that upholds the Queensland Public Service values and commits to the highest standards of ethical behaviour
    • enhance leadership capability in order to drive higher levels of organisational performance, culture and engagement
    • optimise workforce capability and capacity.

    Risk Committee

    The Risk Committee meets quarterly and provides reports to the CGG. The committee met four times during 2015–16.


    The role of the Risk Committee is to:

    • advocate and implement DPC’s risk management framework
    • endorse DPC’s risk appetite and review its ongoing application
    • monitor the department’s risk profile and exposure to significant risks
    • oversee the department’s ICT risks
    • monitor security policies and practices
    • review and assess significant emerging risk areas
    • act as a forum for the discussion of significant operational risk issues.

    1 William Street Transition Committee

    The 1 William Street Transition Committee is temporary and meets monthly and provides reports to the CGG. The committee met seven times during 2015–16.


    The role of the 1 William Street Transition Committee is to:

    • monitor the delivery of transition projects and guide the transition team regarding business requirements and management of issues
    • escalate major issues to CGG for resolution
    • champion the transition within respective divisions through a coordinated program of training, communication and genuine leadership
    • understand how and where risks threaten program objectives and identify risk impacts.

    Audit and Risk Management Committee (ARMC)

    The department’s Audit and Risk Management Committee (ARMC) was established by the Director-General, the accountable officer for the department, as required by section 35(1) of the Financial Performance Management Standard 2009. As required by section 35(2) of the standard, terms of reference outline the role of the committee.

    During 2015–16, the ARMC observed the terms of its charter and had due regard to Queensland Treasury’s Audit Committee Guidelines, issued in 2012.


    In accordance with its terms of reference the ARMC met four times during 2015–16.

    Role and responsibilities

    The role of the ARMC is to provide independent assurance and assistance to the Director-General on the risk, control and compliance frameworks and the department’s external accountability responsibilities.

    The ARMC’s responsibilities include overseeing the:

    • annual financial statements, ensuring appropriateness of accounting policies and management assumptions
    • internal audit plan and audit findings
    • external audit reports
    • Risk Management Framework
    • performance, monitoring and reporting activities.

    The ARMC also serves the Commission Chief Executive, Public Service Commission.


    Name Committee role Position Portion of the year as a member
    Jenny Parker Chair Independent July 2015 – June 2016
    Neil Jackson Member Independent July 2015 – June 2016
    Bronwyn Morris Member Independent February 2016 – June 2016
    Peter McKay Member Deputy Commissioner, Public Service Commission July 2015 – June 2016
    Filly Morgan Member Deputy Director-General, Corporate and Government Services February 2016 – June 2016
    Pat Vidgen Member Chief Operating Officer July 2015 – December 2015
    Dave Stewart Attendee Director-General July 2015 – June 2016
    Robert Setter Attendee Acting Commission Chief Executive, Public Service Commission July 2015 – June 2016

    The General Manager, Corporate Services, the Chief Finance Officer, and the Director, Internal Audit and Risk, have standing invitations to attend all committee meetings.


    As the chair of the committee, Jenny Parker is entitled to be paid $220 (excluding GST) per hour, capped at six hours per meeting to prepare for and attend meetings. The Chair attended all four meetings held during 2015–16 and received $5500 (including GST) for this period.

    As an independent member of the committee, Neil Jackson is entitled to be paid $210 per hour (excluding GST) capped at six hours per meeting to prepare for and attend meetings. The independent member attended all four of the meetings held during 2015–16 and received $6542 (including GST) in remuneration.

    As an independent member of the committee, Bronwyn Morris is entitled to $210 per hour (excluding GST) capped at six hours per meeting to prepare for and attend meetings. This member was appointed half way through the financial year and attended two of the four meetings held during 2015–16 and is entitled to receive $2520 (excluding GST).

    Key achievements for 2015–16

    • Approved the annual internal audit plan and monitored the ongoing delivery of the internal audit program, which included 12 reviews across the department.
    • Monitored progress of the implementation status of internal audit recommendations.
    • Received and considered external audit reports and monitored the implementation status of agreed actions against recommendations made (refer to external scrutiny for further information).
    • Approved the financial statements for 2014–15 and considered the ongoing financial position of the department.
    • Considered the ongoing corporate governance and risk management activities.
    • Participated in the selection of the new internal audit provider.

    Risk management

    In accordance with the Financial Accountability Act 2009, the Director-General, DPC has established appropriate systems of internal control and risk management. This has been achieved through the maintenance of a risk management framework and oversight by the ARMC.

    DPC’s risk management framework aligns with the Australian Standard AS/NZ ISO 31000:2009 on risk management principles and guidelines and includes appropriate governance arrangements and risk reporting and analysis.

    DPC is committed to a philosophy and culture that ensures risk management is an integral part of all activities. This minimises vulnerability to internal and external events and influences that could impact on the achievement of its objectives and strategic priorities. The department recognises that innovation may attract risk and encourages the appropriate management of potential benefits versus risk.

    To support the achievement of strategic objectives, risk management continues to be embedded throughout the department through proactive executive involvement and assessment and treatment of risk, including fraud and corruption risks.

    For 2015–16, DPC’s strategic plan identified five overarching strategic risks. DPC’s divisions are responsible for identifying and managing operational risks.

    ARMC oversees the department’s risk management system and it is a standing agenda item at their quarterly meetings. The DPC Risk Committee that reports to the Corporate Governance Group, refers matters to the ARMC for consideration.

    Internal audit

    During 2015–16 the internal audit service was managed by the department’s Director of Internal Audit and Risk with delivery of the program being outsourced to a third‑party provider. Effective from 1 January 2016, the internal audit contract transferred from Deloitte Touche Tohmatsu to KPMG.

    Internal audit provides independent assurance and advice to the Director-General, senior management and the Audit and Risk Management Committee (ARMC). It enhances the department’s corporate governance environment through an objective, systematic approach to evaluating the effectiveness and efficiency of processes, internal controls and risk management practices. This is in accordance with the role detailed in the Financial Accountability Act 2009.

    The internal audit function operates in accordance with an approved Internal Audit Charter that incorporates professional standards and the Queensland Treasury Audit Committee Guidelines. The function is independent of the activities it reviews, of management and of the Queensland Audit Office (QAO).

    The internal audit function is continually monitored to ensure it operates effectively, efficiently and economically.

    Key achievements for 2015–16

    • Developed an internal audit plan based on strategic risks and operational risk registers and presented the plan to the ARMC for approval.
    • Executed the internal audit plan that included the completion of the following audits:
      • records management
      • ministerial services
      • Arts Queensland strategic asset management and contract management
      • sponsorships
      • 1 William Street project review
      • program governance processes
      • training and development
      • gifts and benefits reporting
      • CAA—disaster recovery strategy and IT project implementation review.
    • Provided reports on results of internal audits and assurance reviews undertaken to the ARMC and the Director-General.
    • Monitored and reported on status of implementation of internal audit recommendations to the ARMC.
    • Supported management by providing advice on corporate governance and related issues including fraud and corruption prevention programs and risk management.

    External scrutiny

    External audits and reviews add value to the public sector through recommendations that improve business operations. In 2015–16, the following reports were published by the Queensland Audit Office that were relevant to DPC:

    Report 1: 2015–16 Results of audit: Internal control systems 2014–15

    This report summarised the results of evaluation of the financial control systems and select internal controls that operated within 21 government departments during the 2014–15 financial year. The report included better practice guides to assist with self‑assessment of disaster recovery planning and internal financial management reporting.

    Report 13: 2015–16 Cloud Computing

    This audit examined how well departments were adopting the Queensland cloud computing strategy in modernising ICT assets and services to deliver value while managing risk.

    DPC is implementing the recommendations relating to disaster recovery planning and cloud computing, and progress is monitored at each ARMC meeting.

    Information systems

    The department purchases transactional processing services from Queensland Shared Services and uses the whole-of-government SAP and Aurion systems for finance and human resource management services respectively.

    DPC uses HP Records Manager (HPRM) for its eDRMS functionality. This system provides secure, effective and efficient management of corporate records and is also used for workflow of ministerial and executive correspondence. A customised version of HPRM is used for the purpose of managing proposed Cabinet submissions. This business system has enhanced information security and business functionality.

    Key achievements for 2015–16

    • Managed the rollout of a program that supports a mobile and flexible workforce as the department transitions into 1 William Street.
    • Performed 1 William Street IT-readiness tests by participating in rigorous proof of concept, proof of service and user acceptance testing phases at both the Neville Bonner and 1 William Street building sites.
    • Transitioned to desktop-as-a-service (DAAS) environment for Apple users, reducing support overheads and allowing greater stability of access to corporate systems.
    • Updated the Information Security Policy and implemented an Information Security Awareness Training program across the department.

    Records management

    DPC continues its commitment to quality records management with the provision of policies, processes and systems to support decision making and accountability.

    Key achievements for 2015–16

    • A significant proportion of the department’s physical records were transferred to either the Queensland State Archives or secure offsite storage facilities.
    • A digitisation disposal policy in support of a ‘paperlite’ culture was implemented.

    Future directions for 2016–17

    • Upgrade the eDRMS systems that manage Cabinet submissions and departmental administrative records.
    • Support a ‘paperlite’ culture.

    Open data

    The following will be published on the open data website at

    • consultancies
    • language services
    • overseas travel.

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    Last updated:
    17 February, 2017
    Last reviewed:
    19 January, 2017