As a subcommittee of BoM, the WHS SC’s role is to:

  • develop and maintain a governance framework that facilitates strategic WHS planning for implementation by divisional directors
  • oversee the development and promotion of standards, procedures and processes
  • develop strategies to promote a positive workplace culture in relation to WHS, including general awareness of issues
  • monitor the department’s WHS performance, risk assessment and management in terms of ongoing compliance with legislation, regulations, relevant standards and codes
  • make recommendations to BoM and the Chief Executive in relation to setting annual WHS objectives, targets and performance targets that comply with legislative requirements
  • report to BoM in relation to the above activities.


As at 30 June 2019

  • Phil Hausler (Chair), Executive Director Agriculture
  • Rick Bishop, Acting Executive Director Corporate Services and Governance
  • Andrew Hurwood, Mines
  • Melanie Hewton, Biosecurity and Animal Welfare
  • Eloise Beyer, Northern Territory Geological Survey
  • Louis Gomatos, Energy
  • Matthew Osborne, Fisheries


  • 7 September 2018
  • 29 November 2018
  • 5 March 2019
  • 18 June 2019

The RAC’s role is to provide independent advice and assistance to the CE on the effectiveness of the department’s audit, risk management and internal controls processes and assist the CE achieve his external accountability and legislative compliance responsibilities.

The RAC is not responsible for the executive management of these functions and will engage with management in a constructive and professional manner in discharging its advisory responsibilities and formulating its advice to the CE.

The RAC provides business improvement leadership and highlights areas of focus for improvement, based on evidence provided by audit outcomes and other reviews.

In July 2018, the terms of reference for the Business Improvement and Risk Management Committee were reviewed during an update of governance arrangements to align with the department’s new structure. This committee was re‑established as the RAC with updated terms of reference.


  • Roslyn Vulcano (Chair), Director Mines Policy and Engagement
  • Rick Bishop, Acting Executive Director Corporate Services and Governance
  • Russell Ball, Executive Director Strategy and Policy
  • Desiree Ng, Chief Financial Officer
  • Jessica Arnold, Manager, Emergency Management

As at 30 June 2019, the department was recruiting new membership to the RAC in line with the updated terms of reference.


  • 17 August 2018
  • 7 November 2018
  • 10 April 2019

Internal audit function

In accordance with the Financial Management Act 1995, the department has an internal audit function to assist the Accountable Officer in the performance of his functions. The department’s audit plan is managed by the Manager Risk and Audit and monitored by  the RAC with regular reporting to the CE to link to corporate governance and accountability under the Financial Management Act 1995 and Treasurer’s Directions.

Table 4.1 Audits and reviews conducted in 2018-19 to test internal controls and processes

Internal audit/reviewObjective
High risk activity management, culture and practice review (WHS)1 Compliance and business improvement assessment to determine adequacy of policy, procedures and controls for high‑risk farm activities1
Internal animal welfare management business – process review1 Compliance and business improvement assessment to determine adequacy of Internal Animal Welfare Management policy, procedures and controls
Grant management Review of grant management compliance with Treasurer’s Directions
Procurement Review of department compliance with the NT Government’s Buy Local Plan
Air travel Assess departmental travel compliance with the Whole of Government Air Travel Policy and relevant legislation, policy and guidelines
Negotiable instruments Review and assess negotiable instruments to ensure they are managed in accordance with relevant legislation and Treasurer’s Directions

1 Final reports for reporting period.

The role of the IMC is to identify opportunities to incorporate technology for better information management and service delivery and provide a departmental information and communications technology (ICT) governance model as required under the Treasurer’s Directions.

The IMC advises BoM on strategic directions for ICT and information management for the department, and reviews and endorses projects and policies to ensure alignment with the department’s strategic objectives and ICT architecture.

As a subcommittee of BoM, the IMC’s role is to:

  • develop and implement an ICT governance model for the department, as required under Treasurer’s Direction ICT 1.4
  • develop and document a strategic ICT direction for the department for approval by BoM
  • monitor development of new technologies that may be appropriate for implementation
  • monitor and review the department’s ICT systems and architecture to ensure its business needs and strategic objectives continue to be met, and that synergies and sharing of ICT resources occur where appropriate
  • assess technology proposals and solutions to ensure they meet departmental ICT objectives and business requirements
  • monitor and consider issues and developments arising from the Northern Territory (NT) Government ICT governance groups that will, or are likely to, impact the department, and provide advice to BoM on any significant implications
  • monitor ICT and information management projects and practices to ensure consistency with the department’s strategic direction and governance framework
  • refer decisions to BoM, departmental management groups and appropriate bodies within the NT Government ICT governance framework as required.


As at 30 June 2019

  • Ian Scrimgeour (Chair), Executive Director, Northern Territory Geological Survey
  • Glenn Schipp, Fisheries
  • Vanessa Madrill, Communications and Media
  • Myrene Lyle, Corporate Services and Governance
  • Alison Wiercinski, Agriculture
  • Andrew Hurwood, Mines
  • Daniel Atkins, Acting Chief Information Officer


  • 3 July 2018
  • 9 August 2018
  • 4 October 2018
  • 18 December 2018
  • 19 February 2019
  • 4 April 2019

The BFSC was established in January 2019 to ensure consistent reporting of financial achievement and to report emerging budget and full‑time equivalent (FTE) cap risks to the CE.

The BFSC’s role is to monitor financial performance against strategic budget objectives and consider recruitment requests in line with the department’s FTE cap.

The BFSC will provide advice to the CE and provide reports to BoM on financial and FTE reporting across the department.


As at 30 June 2019

  • Rod Applegate (Chair), Deputy Chief Executive
  • Ian Curnow, Executive Director Fisheries
  • Rick Bishop, Acting Executive Director Corporate Services and Governance
  • Desiree Ng, Acting Chief Financial Officer


  • 25 February 2019
  • 12 April 2019
  • 14 May 2019
  • 21 June 2019


Last updated: 23 October 2019

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