26 - 27 June, 2018 | Novotel Sydney Central, Sydney, Australia

Conference Day One: Tuesday, 26 June 2018

9:45 am - 9:55 am Opening Remarks by IQPC and the Conference Chair

Stephen Horne, Member of the Public Sector Governance Committee,Governance Institute of Australia

Stephen Horne

Member of the Public Sector Governance Committee
Governance Institute of Australia

9:15 am - 9:45 am Conference Registration and Welcome Coffee

9:55 am - 10:35 am A Good Practice Guide to Managing Culture in Governance – Tone from the Top

Stephen Horne, Member of the Public Sector Governance Committee,Governance Institute of Australia
With culture determining what happens within an organisation, what then does it mean to manage culture in governance? Often the barriers to a more collaborative business model come down to the direct correlation between culture and leadership. In this session, Stephen will discuss the development of a joint publication by the Governance Institute in creating a very authoritative guideline in recognising best practice leadership to manage culture. This session will explore:

  • Why culture determines what actually happens in an organisation – Looking at the key to getting the results
  • Creating an ethical framework to guide decisions on better performance, behaviours and how an organisation should conduct itself
  • The role of governance and risk leaders in successfully applying and implementing a guide and model through engaging your staff and creating tone from the top

Stephen Horne

Member of the Public Sector Governance Committee
Governance Institute of Australia

10:35 am - 11:05 am Thought Leadership Session

11:05 am - 11:30 am Speed Networking Session

An effective structured interactive session designed to help expand your network through one-to-one focused conversations. Bring your business cards!


Lightning Talks

This is your chance to make your conference experience truly interactive and collaborative. In this session, two presenters will highlight their most pressing challenges in maintaining good governance culture. Each presentation will be delivered in lightning fashion, a maximum of 15 minutes, before the conference breaks into two groups, each led by a presenter who will continue the discussion in an interactive roundtable discussion.

Lightning Talk One

12:00 pm - 12:30 pm Anti-Corruption in Governance – Developing Initiatives to Encourage Integrity and Mitigate Internal Fraud
Tommaso Briscese, Deputy General Manager, Corporate, Governance and Community,Burwood Council
  • Strengthening the forefront and managing your three lines of defence to uphold organisational resilience
  • The integrity champion: Executing the role of integrity and analysing your organisation’s integrity principles
  • Understanding why integrity and anti-corruption are essential for good governance – What does this mean publicly and internally?

Tommaso Briscese

Deputy General Manager, Corporate, Governance and Community
Burwood Council

Lightning Talk Two

12:00 pm - 12:30 pm Governance in Restructures and Amalgamations – Bringing Together Former Practices into One New Structure
Ian Naylor, Civic and Executive Support Manager,Inner West Council
  • Preparing for a restructure or amalgamation – Leading the frameworks and processes to align into one
  • Managing a new process and briefing new councillors to ensure new standards and methods are being met
  • Exploring ways councils can improve external facings, transparency and interaction with communities

Ian Naylor

Civic and Executive Support Manager
Inner West Council

1:00 pm - 2:00 pm NETWORKING LUNCH

12:30 pm - 1:00 pm Lightning Talk Roundtables

In this interactive session, delegates will split into two roundtables based on the lightning talk they found most appealing to explore in open-minded dialogue which will be led by the presenter.

2:00 pm - 2:40 pm CASE STUDY: Improving and Defining the Roles of Board Management at Local Land Services to Assess Organisational Performance Maturity

Lisa Coletta, Director, Strategy Performance and Governance,Local Land Services NSW
The NSW Local Land Services has embarked on a journey that formally addresses and defines the responsibilities of their board members. LLS is responsible for 11 state-wide, regional operation functions that must also be consistent with the organisation’s state and regional strategic objectives. As Board Members and Employees are both seen as customers, protocols need to be set in place and lines defined to clean up LLS’ governance culture. In this session, Lisa will discuss:

  • Understanding where the lines are drawn and crossed and its impact when board members and employees are not aware of their defined roles
  • Overview of how the defining roles can move away from being confidential, to being more involved in the performance of the organisation
  • Delegating responsibilities among the organisation to have a more consistent approach to fulfilling governance on organisational systems and functions

Lisa Coletta

Director, Strategy Performance and Governance
Local Land Services NSW

2:40 pm - 3:20 pm CASE STUDY: Insights into NSW State Insurance Regulatory Authority’s Process and Framework Maturity in Governance

Angela McIlwain, Director, Strategy & Governance,NSW State Insurance Regulatory Authority
As a regulator for workers compensation insurance, CTP insurance and home building compensation insurance, SIRA has a responsibility to be innovative and mature in their strategic direction. In the past few months, SIRA has evaluated seven areas within their organisation to better strategically embed governance and support organisational structure. Referencing the journey they have taken since the organisation’s establishment in 2015, Angela will discuss these initiatives at SIRA including:

  • SIRA’s 90 Day Governance Report: Understanding the changing timeframes for reporting and engaging with the board to establish ongoing mature organisational governance
  • Identifying the key principles for maturing in frameworks and processes and applying into the current environment
  • Governance and Risk: Creating a brand new framework and engaging with audit and risk committees to establish they key focus for evaluating maturity

Angela McIlwain

Director, Strategy & Governance
NSW State Insurance Regulatory Authority


3:50 pm - 4:30 pm CASE STUDY: Insights into the Department of Transport’s Change Management Approach as a Catalyst for Adopting Good Governance

Andrew Lee, Director, Strategic Policy & Governance,Department of Transport, WA
With three key state transport agencies in one, change management has been a key driver for adopting good governance at the Department of Transport WA. The changing strategies around the analytics management of risk and introduction of basic and simplified concepts of risk have become the key factors for developing a change management approach to engage people on board and collaborate in a manner that they aren’t used to. Drawing on journey the Department of Transport have taken so far, Andrew will discuss:

  • Introducing technology and the benefits of utilising suites rather than a single software as a catalyst for organisational change
  • How the Department of Transport is enabling collaboration and breaking down silos to help staff to take action on risk indicators
  • In-house as opposed to outsourcing: Buying in and bringing talent in house to help change and develop a practical and accessible approach to risk

Andrew Lee

Director, Strategic Policy & Governance
Department of Transport, WA

4:30 pm - 5:10 pm CASE STUDY: Governance Reporting for Operational and Strategic Risk – Insights into Botanic Gardens & Centennial Parklands’ Business Led Risk Reporting Strategy

Belinda Meyers, Director, Corporate Services & Governance,Botanic Gardens & Centennial Parklands
In the past six to nine months, the Botanic Gardens & Centennial Parklands have implemented internal strategies and workshops to overhaul their existing risk framework and redesign their appetite statements and tolerance. This has involved refining their risk capture and reporting systems and simplifying a process that has previously limited the organisation’s operations and impacted the cost of compliance and KPIs. Drawing on processes, frameworks and people and culture, Belinda will explore:

  • Effective methods for reengineering risk reporting from the board down to engage the business and operational and strategic risk managers
  • Why it’s important to tell the story: Moving away from spreadsheets and long registers to a ‘wordbased’ strategy that drives more efficient and aligned outcomes
  • Tech governance: Collecting data and pulling it together for business continuity without losing its functionality

Belinda Meyers

Director, Corporate Services & Governance
Botanic Gardens & Centennial Parklands

5:10 pm - 5:50 pm CASE STUDY: Corporate Governance Reform in a Complex Regulatory Environment: Insights from the Department of Justice NSW

Phillip Leslie, Senior Project Officer,Department of Justice, NSW

Phillip Leslie

Senior Project Officer
Department of Justice, NSW

5:50 pm - 5:50 pm End of Day One and Networking Drinks