Corporate governance | ACMA

Corporate governance

Underwriting the successful delivery of individual programs and projects is a corporate-wide platform of governance and risk management which provides a necessary and firm footing for the ACMA's goal of delivering world's best practice as a converged regulator.

Corporate governance framework

The case study examined the steps taken by the ACMA to ensure its corporate governance arrangements provide a solid foundation to its activities, and its goal of being the world's best converged regulator.The ACMA's governance model was developed as a tool to represent best-practice governance arrangements and facilitate the benchmarking of ACMA practices against recognised best-practice models and frameworks applicable to public sector entities.

The case study in particular focuses on the ACMA's risk management framework, a key element of the governance framework. Effective management of risk is central to the ACMA's innovation program; innovation entails risk. In focussing on risk management, the case study details how the ACMA has leveraged off a range of opportunities to validate its efforts in building a best practice risk management framework for the agency. This involved a broad definition of risk management, encompassing business planning and program risk management, fraud control, and business continuity risk.

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Providing a 'best-of-breed' technology platform to provide consistent operational IT support to these governance initiatives is an essential aspiration of a world-class regulator. The ACMA ICT Strategic Plan provides a first-class example of the planning necessary to progress this aspiration.

ICT Strategic Plan 2010-2012

This case study demonstrates a best-of-breed approach to ICT strategic planning by recognising both supply factors and demand factors as being integral to the planning process.The six-level planning framework adopted takes both a top-down and bottom-up approach. The ACMA's corporate planning documents were used in concert with staff consultations to identify key customer interactions and business processes on the demand side. Next, working from the bottom up, supply side considerations relating to ICT skills, infrastructure, data and applications were identified.

The resulting analysis identified the need for a transformation journey from a diversified organisation with low standardisation/integration of business processes and systems to a more unified agency with improved productivity and efficiency. Outputs required to achieve this outcome were then organically derived from the need to address supply and demand considerations, including the development of a standard application architecture to reduce complexity and improve governance.

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Further Corporate governance activities, which the ACMA is working to move closer to the identified standard, are identified in the table below:

Revenue and fees The ACMA is responsible for the efficient regulation and allocation of public resources such as the radiofrequency spectrum. The ACMA collects revenue through various licence fees and charges for telecommunications numbers. Aspirational
People and capability transformation Current annual training needs analysis will be supplemented by information on business critical capability gaps to help target future learning and development programs and to measure the efficacy of each program in meeting and addressing these identified gaps. Our internal communications strategy and related cultural change initiatives will support the ACMA aspiration of being the leading Gov 2.0 APS agency by the end of 2011. Aspirational
Workforce planning This discipline aligns people, capability and business planning through systematic identification of critical roles and capabilities combined with related learning and development and employee relations strategies. Having already been called upon by the APS Commission (APSC) to assist other agencies with ICT Workforce Planning, the ACMA has now also been informally approached to collaborate with the APSC to develop an APS-wide capability framework to support broader APS-wide workforce planning. Aspirational

Last updated: 21 March 2016