Chapter 9: Management and Accountability

A. Corporate Governance

A. Corporate Governance

Terry Moran


Terry Moran was responsible for providing the overall leadership of the department and shaping its future. He determines priorities and appropriate resource allocations, delivers organisational performance and directs high-priority initiatives. In consultation with the associate and deputy secretaries, the Secretary is responsible for overseeing corporate governance and providing strategic direction in the department.

  • Duncan Lewis

    Duncan Lewis

    Associate Secretary (National Security and International Policy) as well as the National Security Adviser was responsible for:

    • Deputy National Security Adviser
    • National Security Chief Information Officer
    • International Division
    • Homeland and Border Security Division
    • Defence, Intelligence and Research Coordination Division, and
    • the Border Protection Working Group.
  • Paul Grimes

    Paul Grimes

    Associate Secretary (Domestic Policy) was responsible for:

    • Deputy Secretary (Economic)
    • Executive Coordinators
    • Industry, Infrastructure and Environment Division
    • Economic Division
    • Social Policy Division
    • Office of Work and Family, and
    • COAG Unit.
  • Margot McCarthy

    Margot McCarthy

    Deputy National Security Adviser was responsible for:

    • National Security Chief Information Officer
    • International Division
    • Homeland and Border Security Division
    • Defence, Intelligence & Research Coordination Division, and
    • the Border Protection Working Group.
  • Gordon de Brouwer

    Gordon de Brouwer

    Deputy Secretary (Economic)

    was responsible for supporting the Associate Secretary (Domestic Policy) on domestic and international macroeconomics and finance, the G20 and climate change.

  • Ben Rimmer

    Ben Rimmer

    Deputy Secretary (Strategic Policy & Implementation), was responsible for:

    • Executive Coordinator (SDD)
    • Executive Coordinator (CIU)
    • Strategy and Delivery Division, and
    • Cabinet Implementation Unit.
  • Glenys Beauchamp

    Glenys Beauchamp

    Deputy Secretary (Governance), was responsible for:

    • Corporate Services Division
    • Government Division
    • Cabinet Division
    • Ministerial Support Unit
    • Office of the Coordinator-General, and
    • CHOGM Taskforce.
  • Patrick Suckling

    Patrick Suckling

    FAS of the International Division, supported the Prime Minister on international affairs, provided a whole-of-government perspective to advice on international issues coming before Cabinet, and coordinated advice to the Prime Minister on foreign affairs, trade and aid policies.

  • Yael Cass

    Yael Cass

    FAS of the Social Policy Division, provided whole-of-government advice to the Prime Minister on social policy issues, including health and ageing, immigration and Indigenous affairs policy.

  • Rebecca Cross

    Rebecca Cross

    FAS of the Office of Work and Family, provided advice, briefing and support to the Prime Minister on work and family issues, including early childhood development and child care education, employment, paid parental leave, disabilities, homelessness and service delivery reform; provided advice, briefing and support to the Deputy Prime Minister on Social Inclusion issues.

  • Tony Sheehan

    Tony Sheehan

    FAS of the Homeland and Border Security Division and the Border Protection Working Group, provided whole-of-government advice on non proliferation, counter-terrorism, law enforcement, border security and emergency management issues.

  • Rachel Noble

    Rachel Noble

    FAS National Security Chief Information Officer is responsible for coordinating whole-of-government policies and priorities for information management within the national security community, and providing strategic leadership and coordination from a whole-of-government perspective dealing with the full range of cyber threats. NSCIO delivered a Roadmap to improve information sharing among the national security community.

  • Michael Shoebridge

    Michael Shoebridge

    FAS of the Defence, Intelligence and Research Coordination Division, provided whole-of-government advice on defence and intelligence and coordinated security-related science and technology research.

  • Dominic English

    Dominic English

    FAS of the Economic Division, provided whole-of-government advice to the Prime Minister on domestic and internal economic conditions and prospects, developments in financial markets, financial sector policy, workplace relations and wages policy, fiscal policy and budget initiatives, taxation and superannuation policy and Commonwealth-state financial relations.

  • Paul Schreier

    Paul Schreier

    FAS of the Industry, Infrastructure and Environment Division, provided whole-of-government advice to the Prime Minister on issues covering industry, infrastructure, water, heritage, the environment, regional services, transport, climate change, energy and resources, communications, regulatory reform, competition policy, small business and agriculture policy.

  • Paul Ronalds

    Paul Ronalds

    Executive Coordinator Domestic Policy, was responsible for a range of high-profile domestic policy projects, including the 'third sector' reform agenda and the implementation of the Hawke Review of Ministerial Councils.

  • James Flintoft

    James Flintoft

    Executive Coordinator Strategic Policy and Implementation (Cabinet Implementation Unit) headed the Cabinet Implementation Unit, which is responsible for progress reporting on the Government's key priorities (Signature/Major Reforms), undertaking implementation assessments on key reforms and building implementation capabilities across Australian Government agencies.

  • Subho Bannerjee

    Subho Bannerjee

    FAS of the Strategy and Delivery Division, provided strategic policy advice to government on a range of domestic policy projects.

  • Tim Beresford

    Tim Beresford

    Executive Coordinator Strategic Policy and Implementation Group, is responsible for a range of high-profile, domestic policy projects, including supporting the implementation of National Health and Hospitals Reform. Specifically, this involves working closely with Health, Finance and the Treasury to:

    1. design, develop and implement the Commonwealth governance and implementation plan, and
    2. collaborate with states and territories to drive overall system wide health reform.
  • John Cairns

    John Cairns

    FAS of the Ministerial Support Unit, provided support to the offices of the Prime Minister, the Cabinet Secretary and the offices of the Parliamentary Secretaries through CERHOS the Official Establishment Unit, the Ministerial Correspondence Unit, departmental liaison officers, briefing and departmental advice in relation to speeches.

  • Martin Hoffman

    Martin Hoffman

    FAS Office of the Coordinator-General, headed the Office of the Coordinator-General to oversee implementation of the infrastructure elements of the Government's Nation Building-Economic Stimulus Plan.

  • Helen Liossis

    Helen Liossis

    FAS of the Corporate Services Division, managed the department's human resources, IT, information management and record-keeping services and support for building, infrastructure and financial operations.

  • Wendy Southern

    Wendy Southern

    FAS of the Government Division, provided policy advice on public administration, parliamentary and electoral matters, legal policy issues, the establishment of royal commissions, the implications of court decisions for the Commonwealth, matters relating to the arts, national collecting institutions and cultural heritage, and policy issues relating to Australian and foreign honours and the use of the Australian national symbols

  • Barry Sterland

    Barry Sterland

    FAS of the Cabinet Division, provided support to the Prime Minister and the Cabinet on the full range of Cabinet and Cabinet committee business, as well as providing support to the Federal Executive Council and for community engagement.


To support the Secretary, we have a number of committees. These are:

  • Executive Group
  • Senior Management Group
  • Corporate Leadership Group
  • Audit Committee
  • Consultative Committee
  • Health and Safety Committee
  • Security Committee
  • Information Technology Governance Committee, and
  • Graduate Support Group.


The Executive Group is made up of the Secretary, associate and deputy secretaries and deals with corporate management decisions and issues across PM&C. It considers strategic issues impacting us and monitors our performance in delivering our outcomes.


The Senior Management Group comprises the Executive Group and division heads. The group meets weekly to discuss key business issues, including business priorities and key commitments.


The Corporate Leadership Group comprises all SES officers and meets when required to discuss our corporate and business issues. The group helps to ensure a united approach to meeting our objectives and supporting our people.


The objective of the Audit Committee is to provide independent assurance and assistance to the Secretary and the Executive on PM&C's risk, control and compliance framework, and its external accountability responsibilities.

At 30 June 2010 the Audit Committee membership comprised:

  • Ms Glenys Beauchamp, Chair and Deputy Secretary Governance
  • Dr Wendy Southern, member and Head of Government Division
  • Dr Rob Floyd, member and Head of infrastructure Security and Emergency Management Branch
  • Mr Tim Beresford, member and Executive Coordinator Strategy and Delivery Division
  • Mr Will Laurie, external independent member, and
  • Ms Jenny Morison, external independent member.

During 2009-10 the Audit Committee held a total of seven meetings: quarterly meetings in September, December, March and June with special financial statement meetings in July, August and June.

The Audit Committee:

  • approved our internal audit strategic work program
  • approved our internal audit annual work program
  • approved internal audit reports on Business Continuity, Annual Testing of the Certificate of Compliance, Procurement, Human Resource Delegations and Policy Advice
  • reviewed our financial statements
  • recommended the approval of our annual Certificate of Compliance
  • reviewed our fraud control plan, and
  • reviewed our risk management plan.


The Consultative Committee represents all staff at PM&C and provides a forum for management and staff to discuss matters affecting the workplace. Staff representatives are elected from each division to provide an avenue for all staff to participate. Staff are encouraged to contribute their ideas or raise any concerns they may have about the workplace by talking to their divisional representatives.

At 30 June 2010 the membership of the Consultative Committee comprised Ms Glenys Beauchamp (Deputy Secretary, Governance) as chair and management representative. Membership comprised an additional management representative, an SES representative and 12 employee representatives covering all divisions. Employee representatives provide advice to management on a range of workplace issues.

The Consultative Committee met four times during 2009-10 and considered a range of issues including pulse survey measures, workplace health programs, HR policy guidelines and the Capability Development Framework.


PM&C sees employee health and safety as one of its primary responsibilities. The Employee Opinion Survey looks to monitor staff wellbeing and work-life balance so actions can be taken where appropriate.

The establishment of a Health and Safety Committee is a requirement under the Occupational Health and Safety Act 1991.

The Health and Safety Committee is chaired by the Assistant Secretary, People, Capability and Performance Branch. Membership includes management representatives and a number of health and safety representatives and deputy health and safety representatives from across PM&C.

PM&C's Health and Safety Committee met four times during the year and facilitated discussion between management and employees on health and safety matters in the workplace. As an example of the discussions supported by the Health and Safety Committee, our Health and Safety Management Arrangements (HSMAs) were reviewed, and revised arrangements were agreed, in addition to accommodation changes within One National Circuit. The amended HSMAs were made available to all employees through the PM&C intranet.

Please see this page for discussion of our policies and performance on occupational health and safety.


The objective of the Security Committee is to monitor our preparedness to counter security threats and to report and make recommendations to the Executive Group on any significant security risk management issues requiring attention. The committee also seeks to put into place systematic and coordinated security risk management processes, in order to identify, assess, treat and control protective security risks.

As at 30 June 2010 the membership of the Security Committee comprised Ms Glenys Beauchamp, Deputy Secretary Governance as chair along with eight SES officers.

During 2009-10 the Security Committee met on two occasions and discussed the following issues:

  • forward work program
  • 2009 Security Awareness program
  • 2010 Security Awareness Action Plan
  • Protective Security Risk Review
  • IT Security Policy
  • password policy changes
  • email security classification
  • website blocking
  • central vetting unit
  • security breaches
  • security incidents and investigations, and
  • security committee charter.


The Information Technology Governance Committee (ITGC) was established to replace the Information Management Strategic Advisory Committee which had not met since the previous Information Communication Technology (ICT) market testing activities were completed. The purpose of the ITGC is to provide independent assurance and advice on ICT matters across PM&C to the Secretary and to the Executive.

At 30 June 2010 the ITCG comprised Ms Glenys Beauchamp as chair and seven SES representatives.

During 2009-10 the ITGC met four times and discussed a range of topics including:

  • the ICT market testing procurement strategy
  • the request for tender and tender evaluation plans for the provision of
    • Core ICT services
    • Telephony Management Services
    • Secure Gateway and Web Hosting Services
  • probity arrangements for the ICT market testing process, and
  • sign off on the ICT market testing tender evaluation report.


The Graduate Support Group provides guidance and support to the graduates and their supervisors on development and performance issues as well as advising senior management on issues relating to the Graduate Program, such as the attraction and retention of graduates.

The Group also proposes graduates' placements to the Division/Unit Heads for each rotation and provides guidance on the type of work graduates should be undertaking.

The Group is chaired by Dominic English, FAS Economic Division and membership comprises SES, EL, APS staff and former graduates. The Group met 11 times during 2009-10.


Essential to our success in achieving outcomes is a culture of risk management. The department's risk policy framework requires risk analysis to be undertaken in relation to strategic objectives, business unit planning, major projects and taskforces and fraud risk.

In addition, senior management committees routinely consider ongoing or emerging risks that may impact on the achievement of objectives, on a weekly basis or even more frequently. Monitoring and reporting of risk through these committees or, more formally, through the department's annual business planning and reporting process ensures ongoing oversight of developments in this area.

To ensure the department's Risk Management Plan (the Plan) is kept up-to-date, the Plan is updated annually. The annual update is informed by feedback from senior managers, outcomes from the department's annual internal audit program for the previous year, views of the Audit Committee and the Executive Group. The Executive Group is responsible for approving the annual Plan, monitoring implementation of proposed treatment strategies and tracking risks through regular reporting.


PM&C is strongly committed to promoting and maintaining the standard of behaviour outlined in the APS Values and Code of Conduct as set out in the Public Service Act 1999. The APS Values and Code of Conduct is an integral part of the human resources framework and is the foundation to all human resources policies and procedures.

All new starters are provided with information and promotional material such as the APSC APS Values and Code of Conduct bookmark in their new starter pack. Information regarding the APS Values and Code of Conduct was included in the induction program for all new employees. Managers and employees also have access to information regarding the APS Values, the Code of Conduct and the Code of Conduct for Ministerial Staff via the intranet.

During the year we reviewed the Bullying and Harassment Prevention Guidelines and released a new version in December 2009. All employees were consulted through the Consultative Committee and given the opportunity to comment on the guidelines. Some minor changes were made to the Harassment Contact Officer Network and the nomenclature associated with those working as Contact Officers. The Bullying and Harassment Prevention Guidelines were released for use in the department in December 2009.

PM&C's management practices incorporate the APSC values, and guides PM&C staff members in their day-to-day work. These values are embedded in the department's Performance Management and Development Scheme. Staff members are appraised against the values.

The Assistant Secretary, People, Capability and Performance Branch represents the department on the Ethics Contact Officer Network (ECONET). The Network plays a key role in supporting the ongoing work of the Ethics Advisory Service.


PM&C does not provide services directly to the public and as such does not have a service charter in place. Our key clients are the Prime Minister, the Cabinet, Cabinet Secretary and Parliamentary Secretaries. In the performance report for each of our sub-programs we state how satisfied our key clients were with our services.

If we receive any complaints, we deal with them appropriately as the situation demands. This might be a direct response, an internal investigation, escalation to a senior officer, mediation or an external review. We aim to manage any complaints in line with the principles of the Better Practice Guide to Complaint Handling produced by the Commonwealth Ombudsman.