annual report 2009-10 - Tourism NT

34
Tourism Governance NT Matters
Corporate
Governance
Our governance structures aim to ensure
we achieve our overall outcomes in a
manner that enhances confidence in
Tourism NT, its decisions and actions.
In achieving good governance, we consider two main
requirements:
Performance - ensuring our governance arrangements
contribute to overall performance and the delivery of
our services and programs.
Conformance - using our governance arrangements to
meet legislative requirements, comply with necessary
regulations and standards and satisfy expectations of
probity, accountability and transparency.
The following principles underlie our corporate
governance strategies.
Accountability We are answerable for our decisions
and actions.
Transparency Our decisions, actions and advice will
withstand scrutiny. Government, the
tourism industry and other stakeholders
should have confidence in our decision
making processes.
Integrity We act impartially and ethically in the
interests of Tourism NT. We practice
appropriate levels of behaviour as
expected by the community.
Stewardship We use every opportunity to enhance the
value of the public assets and institutions
that have been entrusted to our care.
Leadership Our Executives lead from the top in
achieving commitment across Tourism
NT to good governance.
Efficiency We seek the best use of resources,
with a commitment to evidence-based
strategies for improvement.
tourism nt
Management
Environment
Ubirr Sunset, Kakadu National Park
Our Executive Management Team has the primary
responsibility for providing leadership and management
of Tourism NT. It is our principal operational planning and
decision making body and approves internal policies and
procedures.
The Executive Management Team is chaired by the Chief
Executive and comprises our Executive and Corporate
Directors. Other officers attend meetings as required to
make presentations to the group.
The Executive Management Team is complemented by
the Tourism Advisory Board, which focuses on strategic,
rather than operational planning.
The Team met thirteen times during the year
(approximately every four weeks), with video conferencing
to include members from the Alice Springs and Sydney
offices. Outcomes from the meetings are conveyed to staff
by the Chief Executive at middle management meetings
and general staff meetings. Additionally the Chief
Executive produces an update email for staff every two
weeks, which is also available on our intranet. The update
provides information on upcoming activity, changes
to policies or procedures, other issues and celebrates
successes.