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Robust Management Standards

Robust Management Standards

The management structure is supported by robust decision-making frameworks and policies. These include:

  • Integrity Framework
  • Information Privacy Framework
  • Legislative Compliance Framework
  • Procurement Framework
  • Financial and Human Resources practices and delegations
  • Complaints Management Framework.

These frameworks and policies are reviewed periodically to ensure they continue to drive sound decision making and best practice corporate governance.

Integrity Framework

The Integrity Framework:

  • outlines how TMR fosters an integrity-based culture through our range of existing governance processes
  • identifies which areas in the department are responsible for developing and reviewing these governance processes
  • establishes critical elements that must be addressed to build and maintain integrity and prevent misconduct. 

The Integrity Framework complements the department’s corporate governance framework as an essential component of TMR’s ethical decision-making responsibilities. 

Figure 15: The Integrity Framework

Diagram showing the connection between the different aspects of the integrity framework

Ethical conduct

The department continues to illustrate its commitment to providing appropriate education and training about the contents of the Code of Conduct and public sector ethical decision making to is staff. We do this by offering phased education and training at induction and annually for all staff. TMR provides a mandatory online ethical decision-making training tool ‘Which Way Would You Go’ (WWWYG). TMR prides itself in its provision of annual education and training about making good decisions based on the ethics principles and values contained in the Public Sector Ethics Act 1994.

WWWYG and our online ethics resources advance our commitment to the public service principles and values as outlined in the Code of Conduct for the Queensland Public Service. Further demonstrating our commitment to integrity, accountability and consultation, TMR delivers an ethical awareness program of work named ‘Ethics at TMR – Your Reputation Your Choice’ comprising the delivery of face to face ethical standards training to staff where key ethics messages are shared and discussed.

These ethics initiatives assist in improving the ethical profile of TMR and enhance TMR’s zero tolerance stance to wrongdoing and corrupt conduct. These ethics awareness tools discharge a statutory obligation imposed upon the Chief Executive to make available ethics education materials to TMR officers so that we are all positioned to make decisions that are open, honest and can withstand scrutiny.

Case Study

Employee screening

The department maintains the Risk Management Strategy for roles with child-related duties (Blue Card). Procedures are in place to ensure employees who carry out child-related duties are blue card holders and understand their obligations in providing a safe and supportive environment for children and young people.

During 2018–19, 1590 criminal history checks were completed through our employment screening process. The number of roles risk assessed as requiring criminal history screening has increased across TMR following a strengthening of monitoring systems in place and requirements relating to financial and procurement decisions. With all audit recommendations now implemented an evaluation of criminal history screening practices will be conducted.

Integrity Commissioner

The Queensland Integrity Commissioner, who administers the Integrity Act 2009, is a statutory office holder and officer of Queensland Parliament. The role of Integrity Commissioner involves: providing confidential advice on ethics and integrity matters to Ministers, members of the Legislative Assembly, ministerial staff, senior public servants, and other persons or classes of persons nominated by a Minister; regulating lobbyist activity and maintaining the lobbyists register; raising public awareness of ethics and integrity matters; and standard-setting on ethics and integrity matters at the request of the Premier.

TMR maintains a register and reports lobbyist contact that occurs with any departmental representatives to the Integrity Commissioner, at their request. Further, TMR is committed to providing advice and staff training to enhance ethical decision making to ensure appropriate management of matters pertaining to conflicts of interest.

Information Management

Information Privacy

The department is committed to protecting the personal information it holds in accordance with its obligations under the Information Privacy Act 2009 (IP Act). The IP Act regulates how personal information is collected, stored, used and disclosed by all Queensland Government agencies and its contracted service providers.

In providing our services we ensure the personal information entrusted to us is managed in a fair, secure and ethical manner.

To ensure compliance with the Information Privacy Principles, the department actively conducts Privacy Impact Assessments (PIA) to factor in privacy when planning and delivering projects that involve personal information. During the year, over 30 PIAs have commenced, and by doing so, TMR has strengthened the department’s commitment to best privacy practice.

For more information on information privacy

Case Study

Privacy by design

Although conducting a PIA is not a legal requirement, the Office of the Information Commissioner (OIC) promotes PIAs as a tool which will help Queensland government agencies to comply with their privacy obligations.

It is a common perception that PIAs are arduous and technically challenging. The training sessions that are conducted by the OIC are designed to de-mystify the PIA process. This is why TMR’s privacy officers regularly attend these sessions to provide the best compliance advice to our project teams managing personal information.

By incorporating privacy compliance in the early stages of project planning, we are able to better manage risks to the protection of that information from the beginning. This also improves transparency and builds trust with our customers. 

Overall, training in conducting PIAs has increased the awareness of privacy and data protection within TMR and ensures staff involved in designing projects think about privacy at the early stages of a project.

The OIC PIA training video explains how agencies conduct a PIA, including a working example and advice on best practice.

Records management in a digital future

The department continued its commitment to quality information and records management through the provision of new, risk-based policies and practices using technology to support sound decision making, accountability, and compliance, reducing the reliance on paper records through automation and digitisation. The department is committed to meeting its responsibilities under relevant legislation, Queensland State Archives policies and best practice methods as outlined in applicable International Standards. This is achieved through implementation of a number of policies including:

  • Records Management Policy (revised)
  • Digitisation and Disposal Policy (new)
  • Digital Recordings and Images Policy (new)
  • Information Asset Custodian Policy (revised). 

Case study

Phishing campaigns

TMR is aware of how disruptive phishing threats can be in the overall Information Communication and Technology (ICT) security threat landscape. TMR has blocked over 13 million suspicious emails over the last 12 months. While advances in defence technology are matched with increased sophistication from the malicious actors, we continue to maintain an effective balance of blocking malicious emails while not impacting on our business by blocking legitimate emails.

TMR continues to strengthen staff security awareness to keep pace with ever-changing cybersecurity landscape by informing and educating staff on how to detect and respond to phishing and other information security risks through targeted and regular campaigns, including TMR’s annual Information Security Awareness Week, which aims to help staff be more cyber aware and keep TMR’s systems safe.

Cybersecurity awareness and monitoring increased in preparation and during the Gold Coast 2018 Commonwealth Games (GC2018) and TMR has maintained this stance resulting in stronger security awareness posture for the department.

Cyber Security - Information Security Plan

TMR developed anInformation Security Strategy and Roadmap, which is in the second year of implementation. The strategy sets out how TMR will remain at the forefront of the digital revolution to enable the department to develop, implement, maintain and secure the critical systems and sensitive information assets that underpin the delivery of a single integrated transport network.

The strategy’s key pillars are based on the following principles:

  • protect TMR’s sensitive customer private information and critical assets through a blend of protective, detective and response controls
  • leverage trusted cybersecurity partner expertise to complement our internal capacity and capability resources
  • promote a security aware culture through security awareness training and measuring and informing our awareness program through phishing campaigns
  • meet security assurance obligations through delivery of the information security management system based on IS2018:2018
  • integrate proportional cybersecurity controls across the transport network taking a risk-based approach. 

Legislative Compliance

This year the department introduced a new Legislative Compliance Framework designed to ensure it is meeting its obligations and demonstrate its commitment to good governance and compliance. The Framework assists the Director-General, as the accountable officer, to be satisfied that all measures are being taken across the department to actively comply with all relevant legislation.

See a full list of legislation TMR manages in Appendix 1

Figure 16: Legislative Compliance Framework

Legislative Compliance Framwork represented as an infinity symbol

An innovative procurement framework

Procurement operates in an increasingly challenging and complex environment as it aims to balance the needs of policy makers, finance authorities and internal stakeholders. To uphold our responsibilities to be fiscally responsible, the department adopts a holistic approach to procurement activities which considers the impacts on our diverse supply base and local communities whilst enabling inclusive procurement that influences improved social, regional and environmental outcomes. This section outlines the development of innovative procurement processes for sustainability and sourcing methods for emerging needs and the consolidation and management of procurement information.

Queensland Procurement Policy

TMR is the largest procurement agency in Queensland and uses this position to drive government objectives, including value for money and supporting Queensland industries and suppliers, which are primary principles of the Queensland Procurement Policy (QPP)

The key principles at the centre of the QPP focus on putting Queenslanders first when securing value for money and ensuring that all procurement activities provide opportunities for local, regional and Queensland suppliers—including Indigenous and social enterprises. TMR incorporates a range of local, social and innovative procurement objectives across its procurement activities. 

The department relies on a range of businesses in regional centres across the state to provide the goods and services and deliver the capital works required across the agency from start-ups and small business to medium and large suppliers. TMR knows how important it is to consider local conditions and supply market capacity as part of the overall process.

This year, nearly 90 per cent of TMR’s procurement spend was with Queensland-based suppliers (over $8.9 billion). Of this, over $1.9 billion was invested with regional Queensland-based suppliers.
Data source: TMR Spend Cube

Table 7: Transport and Main Roads addressable spend with Aboriginal and Torres Strait Islander, Regional and Queensland vendors by financial year

2016–17 2017–18 2018–19
ATSI $33,056,002 $35,370,115 $39,248,160
Regional $1,379,761,492 $1,832,123,088 $1,909,198,270
Qld $4,450,597,064 $5,517,756,048 $8,990,597,239
Total Spend $9,478,744,478 $10,005,959,954 $10,019,788,873
Regional spend as % 20.11% 20.18% 19.05%

Data source: Aboriginal and Torres Strait Islander vendor list supplied by the Department of Aboriginal and Torres Strait Islander Partnerships. Regional and Queensland vendors identified by applying SAP Vendor Master Data.
Spend data sourced from TMR Spend Cube.

Case Study

Outcomes from the Queensland Procurement Policy

In February 2019, TMR released the Digital Capability Development Partnership Agreement as a whole-of-government Standing Offer Arrangement.

The agreement is designed to support Queensland Government agencies to more quickly and easily procure professional services from qualified external suppliers to help their teams grow and strengthen their capability in a range of digital thinking approaches, such as Design Thinking, Lean, Customer Journey Mapping and User Experience.

The agreement was sourced via an open tender process and received a lot of interest from a range of suppliers—many of which had not responded to a Queensland Government tender before. The department provided coaching and assistance to help potential suppliers understand how to prepare their responses to the invitation document. Potential suppliers were also invited to suggest additional capability and services they believed would support digital capability uplift.

The agreement was awarded to 34 suppliers, 19 of which are small to medium enterprises, which demonstrated ability to provide services in selected digital capability needs and level of digital maturity.

The agreement is now being used across the department and Queensland Government for a range of capabilities and services. TMR is actively engaged with the suppliers and potential buyers across Queensland Government to ensure the agreement is meeting the needs of government and delivering value for Queensland.

The agreement was developed using TMR’s new innovative pilot ‘FlexiProQr’ framework which supports flexibility and collaboration with suppliers throughout the end-to-end procurement process. This approach was well received by the market with consistent feedback from the suppliers involved reflecting how engaged they felt throughout the process due to the ongoing communication provided by the department. They described it as ‘excellent and unlike typical government procurement processes’ they had previously been involved in.

TMR Strategic Procurement Plan

In 2018, TMR implemented the revised Queensland Procurement Policy providing a strong emphasis on governance and planning to ensure that capable and competitive local suppliers, and small businesses, are given full, fair and reasonable opportunities to supply to government departments.

TMR’s Strategic Procurement Plan 2016–2020 outlines how TMR’s $6.7 billion procurement spend supports the department to deliver on its strategic plan objectives and meet the priorities set out in the Queensland Procurement Strategy and Policy.

The plan positions the procurement function to provide clear procurement outcomes that support social, regional and environmental priorities and deliver value for money.

It provides the vision for high quality, responsive and innovative procurement solutions, driven by a highly capable and committed workforce.

The plan demonstrates how achieving better value for money goes beyond financial savings and provides TMR’s procurement officers with a clear vision—‘As a procurement community, we work together to deliver better value for Queensland’—which supports TMR, and the Queensland Government, in being responsive to the needs of the Queensland community.

Case Study

Measuring procurement performance

TMR’s procurement management dashboard tracks metrics aligned to the TMR Strategic Procurement Plan (2016–2020). The dashboard enables TMR to measure, report, and ultimately improve the value and performance of its procurement.

The dashboard provides interactive visualisations of procurement performance data, providing much needed insight into our procurement practices and trends, and helps us to make more informed decisions. This allows the department to be focused on achieving its strategic plan. 

TMR has continued to expand the use of procurement dashboards using the most accurate data available. The business intelligence achieved using this approach has spurred the development and use of dashboards to capture category intelligence, procurement trends and contract information, as well as performance management and resource allocation.

Procurement Plan for significant procurement

The Queensland Procurement Policy requires that all government departments consider strategies to plan for procurement activities that have been identified as being for large expenditure or for which there is a high degree of business risk (significant procurements). The Queensland Procurement Policy emphasises the importance of significant procurement planning as it can lead to:

  • better value for money
  • higher quality project and service delivery
  • improved opportunities for sustainable procurement and
  • reduced risks. 

In TMR, the procurement activities undertaken in each framework vary in risk and expenditure. Therefore, each procurement framework has a different definition of significant procurement, as follows:

  • Goods and Services – all procurement activities that follow the standard procurement process
  • Infrastructure – contracts over $20 million
  • Building and Capital Works – any procurement activity completed using a Medium Works Contract
  • ICT – valued at over $1 million.

Procurement planning across all frameworks in TMR aligns to the requirements under the QPP and includes analysis of demand and the supply market, strategies to achieve value for money, performance measures and contract management arrangements, identification and assessment of risks related to the procurement, and risk management strategies.

TMR’s procurement planning encourages the pursuit of Queensland government commitments and targets throughout the procurement process and actively seeks to identify potential opportunities for small, local, social and Aboriginal and Torres Strait Islander businesses.

Strategic Maintenance Plan

TMR currently manages 100 private and government-owned leased properties and 108 department-owned facilities across Queensland—ranging from, but not limited to, office accommodation, regional depots, Customer Service Centres and Marine Operating Bases.

In accordance with the Department of Housing and Public Works’ Maintenance Framework, leased and department- owned facilities are included in a three-year audit program to establish maintenance needs, asset schedules for disposal/refurbishment and special maintenance programs or initiatives including asbestos management and removal.

In developing the program, works are prioritised according to the risk of disruption to TMR operational activities, preservation of building assets and budget. The capital works and maintenance budgets are reviewed monthly with additional funding requirements to meet any increase in demand articulated to ensure risks are appropriately managed and facilities across the portfolio are fit for purpose.