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Internal accountability

Business planning

At TMR, the department’s Strategic Plan underpins and guides our day-to-day business. Using TMR’s strategic and business planning processes, branch business plans are aligned to effectively and efficiently deliver the five core strategic objectives.

TMR ensures that whole-of-government specific purpose plans are incorporated into business planning activities, these plans focus on addressing areas of high strategic importance. The department has reported achievements against these plans throughout the report:

  • Cultural Capability Plan
  • Disability Services Plan
  • Workforce Plan
  • Procurement Plan and Significant Procurement Plan 
  • Queensland Counter-Terrorism Strategy 2013–18
  • Queensland Disaster Management Arrangements
  • Business Continuity Plan
  • ICT Asset Disaster Recovery Plan
  • ICT Resources Strategic Plan
  • Information Security Plan
  • Data Analytics Strategy
  • Strategic Maintenance Plan
  • Waste Reduction and Recycling Plan
  • Transport Coordination Plan
  • Risk Management and systems

Performance management and monitoring

The department measures progress on each objective and reports quarterly to ELT and in the Annual Report. Performance against the objectives is reported in the main body of this report and against service standards in the department’s 2018–19 Service Delivery Statements.

TMR is committed to investing in ongoing improvements in the way performance is measured, monitored and managed. Key activities for the year include:

  • Our quarterly performance reporting has undergone a thorough review and multiple improvements have been made. A contemporary reporting tool has been implemented to provide better data management and data visualisations (charts and graphs), and processes have been changed to increase the timeliness of reporting. These improvements have provided better information for stakeholders and will continue to be enhanced to provide more effective and efficient performance monitoring.
  • An annual review was completed of TMR’s service delivery standards that are published as part of our budget papers. This review has resulted in a number of discontinued measures that have been replaced with more contemporary and improved measures. TMR’s performance management will continue to undergo a process of review to ensure ongoing improvement and effective monitoring of the department’s performance.
  • To maintain data quality and integrity for performance measures, TMR is reviewing current systems and looking at alternate options for recording and managing our service delivery standards. 

The Performance and Planning Network (PPN) enhances TMR’s strategy, planning and performance capability and supports divisional/branch representatives across the department to deliver on their planning and performance requirements.

Data and Business Analytics Strategy

Throughout the year, the department made significant progress to build capability in the tools, and in our people, to become an insight-driven organisation.

TMR established a cloud-enabled analytics platform—the Transport Data Exchange (TDx)—to support, connect and share organisational analytics capabilities, platforms and data. The TDx approach facilitates the sharing of data, business area self-determination and self-service of cloud-enabled analytics, while maintaining an appropriate level of corporate oversight for consistency, manageability, governance and security. It is a critical enabler to grow the value and usefulness of our data as we shift towards a data-driven business model in line with the vision of the TMR Data and Business Analytics Strategy 2017–22.

A data and analytics showcase hosted for the department’s senior officers in April 2019 supported an uplift in our collective analytics maturity. Attended by almost 140 senior decision-makers from across the department, the showcase strengthened their understanding of the types of data available and highlighted current initiatives and potential future uses of simple and advanced analytics to help solve complex business challenges or drive customer-focused solutions.

Complaints management

The department recognises constructive feedback is essential to help the TMR provide excellent services to the community at every interaction. The department is committed to managing complaints effectively to improve decision making and increase accountability in government.

TMR’s complaints management system (CMS) complies with the Public Service Act 2008 (Section 219A) (the Act) and the guiding principles of the Australian/New Zealand Standard Guidelines for complaint management in organizations AS/NZS 10002:2014.

As required under the Act, the department publishes information about complaints for each financial year period. For 2018–19, TMR received 45,065 customer complaints.

Complaints information helps the department to continually learn, innovate and improve our services. For example, in late 2018 TMR released a new Vehicle Registration Renewal Notice (VRRN). Following the release of the VRRN, TMR received six complaints in relation to the ‘PAY NOW’ text, which was included at the top of the notice. Customers were concerned that the phrase misrepresented when payment was required for their vehicle registration, given that VRRNs are generally sent four-six weeks prior to registration expiry. Customers also provided negative feedback on the upper-case text used.

In response, TMR worked quickly to amend the form and font to state ‘Payment Due’, which ensured there was still a call to action for customers that their registration was due but with a better customer experience.

Table 8: Complaints received by TMR

Year Complaints Volume
2012–13 30,880
2013–14 55,001
2014–15 47,653
2015–16 37,314
2016–17 48,642
2017–18 45,820
2018–19 45,065

Data source: TMR Complaints Management System

Internal audit

Internal Audit is a key component of TMR’s corporate governance. The function operates under a charter consistent with the Institute of Internal Auditors’ international standards and approved by the Director-General.

The Chief Auditor is directly accountable to the Director- General for leading an effective and efficient internal audit function and for ensuring the internal audit activity meets its objectives and adds value to TMR. This includes the implementation of risk-based strategic and annual internal audit plans, and coordinating audit activities with the external auditors, Queensland Audit Office (QAO), to best achieve appropriate assurance objectives for the department.

The Chief Auditor reports regularly to the Audit and Risk Committee, which reviews the work of the internal audit function. The relationship with the committee is based on Queensland Treasury’s Audit Committee Guidelines.

The Internal Audit team has a central role in improving operational processes and financial practices by:

  • assessing the effectiveness and efficiency of departmental financial and operating systems, reporting processes and activities
  • identifying operational deficiencies and non- compliance with legislation or prescribed requirements
  • assisting in risk management and identifying deficiencies in risk management
  • bringing a broad range of issues to management’s attention, including performance, efficiency and economy
  • monitoring whether agreed remedial actions are undertaken. 

During the past year, Internal Audit:

  • developed and delivered an annual plan of audits approved by the Director-General and completed 29 (as at 14 May 19) audit reports, covering assurance about, and improving effectiveness of controls, systems, project management, operations and risk management
  • engaged with the Audit and Risk Committee about proposed internal audit plans and their alignment to the risks of the department
  • provided advice and assistance on key projects and initiatives
  • monitored and reported on the implementation of agreed audit recommendations
  • maintained an effective working relationship with Queensland Audit Office.

Associated bodies

Transport and Main Roads have oversight of a number of associated bodies, an overview of these are provided in Appendix 2.