Our governance

Managing our organisation

Leading Treasury

As at 30 June 2023

Our leaders

Maryanne Kelly
Acting Under Treasurer

Maryanne was appointed Acting Under Treasurer in February 2023. Previously, Maryanne was Deputy Under Treasurer Social, Intergovernmental and Corporate, and prior to that Deputy Director-General, Department of Employment, Small Business and Training where she was responsible for the department’s engagement with industry, peak bodies, and small businesses, and for overseeing regional service delivery. She has more than 20 years of leadership experience in the Queensland, Australian and United Kingdom public sectors.

Dennis Molloy
Deputy Under Treasurer, Economics and Fiscal

Dennis was appointed Deputy Under Treasurer in May 2021. He has extensive experience in both the Queensland and Australian governments in economics and public policy, with a particular interest in policies that drive economic growth and achieve fiscal sustainability. Dennis has had key roles in the delivery of Queensland budgets since 2010–11.

Amy Rosanowski
Acting Commissioner of Queensland Revenue Office and Registrar of the State Penalties Enforcement Registry

Amy was appointed Acting Commissioner and Registrar in June 2023. She has extensive experience working across federal and state government and the non-government sector, with a strong focus on innovation, continuous improvement and the impacts of digital and data trends within the modern tax sector. As Deputy Commissioner of State Revenue, Amy led a number of strategic and operational areas to support the administration of Queensland’s taxation, fines, grants and royalty systems.

Drew Ellem
Head of Strategic Policy

Drew was appointed Head of Strategic Policy in December 2021. In addition to a range of senior executive positions in Treasury, Drew has undertaken senior executive roles in the Department of the Premier and Cabinet and the Department of Education. He currently has responsibility for leading strategic policy issues and Treasury’s Cabinet Legislation and Liaison Office, and Strategic Communications functions. Drew is also a Director of the Queensland Rural and Industry Development Authority and Queensland Treasury Holdings Pty Ltd.

Glenn Miller
Acting Deputy Under Treasurer, Social, Intergovernmental and Corporate

Glenn was appointed Acting Deputy Under Treasurer in February 2023. For the past two years, Glenn has been the Assistant Under Treasurer of the Social Policy division, which works with departments in the Health, Education and Justice portfolios and provides advice to government on the policy and funding submissions made by these departments. Glenn joined Queensland Treasury through the Graduate program, gaining experience in areas such as Intergovernmental Relations, Natural Resources and Fiscal Policy.

Rachel Crossland
Deputy Under Treasurer, Industry, Investment and Commercial

Rachel was appointed Deputy Under Treasurer in February 2023. Rachel has an extensive background in policy development and has delivered innovative solutions to complex challenges across the Queensland, Australian and Irish public sectors, such as Queensland’s economic strategy and the state’s economic recovery response during the COVID-19 pandemic. Rachel’s experience includes leading the Future Economy Taskforce in the Department of the Premier and Cabinet, as well as strategy, economic and industry policy teams in Treasury and departments related to resources, energy and agriculture.

Management Committees

Executive Leadership Team

The Executive Leadership Team (ELT) assists the Under Treasurer in discharging the accountabilities of the role and achieving the department’s objectives. ELT holds:

  • regular tactical meetings to keep members updated on current and emergent issues and manage key operational elements of the business
  • regular strategy meetings to manage key strategic elements of the business that have an impact across the department or other government agencies
  • monthly corporate governance meetings to monitor organisational performance and risk.

The ELT is supported by specific-purpose committees, each comprising ELT members plus representatives according to each committee’s role, discharging the accountabilities of the role and to achieve the department’s objectives.

Statutory and other bodies

Treasury’s work is complemented by the following bodies:

  • the Motor Accident Insurance Commission (MAIC)
  • Queensland Treasury Corporation
  • Queensland Competition Authority
  • Nominal Defendant
  • National Injury Insurance Agency (Queensland)
  • Trade and Investment Queensland.

These authorities and organisations produce their own annual reports.


The Code of Conduct for the Queensland Public Service is applicable to all employees of Treasury. Treasury is dedicated to fostering an ethical work environment and continually strives to enhance practices to meet contemporary expectations.

During 2022–23, Treasury mandated comprehensive Conflict of Interest and Fraud and Corruption Prevention eLearning training for all employees. This training was designed to complement the mandatory Code of Conduct training for Treasury employees.

Human rights

Treasury is committed to respecting and protecting human rights in all decision-making, actions and interactions with the community. Treasury employees have access to resources and training to ensure they are aware of their obligations under the Human Rights Act 2019 in undertaking their functions and decision-making.

Seven human rights complaints were received during 2022–23. Of these, six were finalised with no breaches of the Human Rights Act 2019 identified. One complaint is with the Queensland Human Rights Commission as at 30 June 2023.

Audit and Risk Management Committee

The Audit and Risk Management Committee (ARMC) supports Treasury’s accountable officer – the Under Treasurer – to meet the responsibilities under the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and other prescribed requirements.

The role of ARMC is to provide independent assurance and assistance to the Under Treasurer on Treasury’s risk and control frameworks and external accountability responsibilities as prescribed in the relevant legislation and standards.

The ARMC has responsibility for the review of financial statements for Treasury, MAIC and the Nominal Defendant.

Composition and membership


  • Independent member


  • Independent member and finance expert
  • Acting Deputy Under Treasurer, Social, Intergovernmental and Corporate
  • Insurance Commissioner
  • Commissioner and Registrar, Queensland Revenue Office

Standing invitations to attend all ARMC meetings as observers are extended to the Under Treasurer; Head of Corporate; Chief Finance Officer; Chief Risk Officer; and Treasury’s Internal Audit team (including Head of Internal Audit). Other Treasury officers are invited to attend meetings as required. Queensland Audit Office (QAO) has also continued to have a standing invitation to all ARMC meetings.


Key achievements for 2022–23

In 2022–23, the Committee met five times and fulfilled its responsibilities in accordance with its charter and approved work plan. Key achievements included:

  • endorsing the 2021–22 Financial Statements for Queensland Treasury, MAIC and Nominal Defendant
  • endorsing the 3-year strategic Internal Audit Plan and monitoring 2022–23 internal audit activity
  • reviewing the effectiveness of the department’s risk management framework and overseeing the management of significant business risks
  • monitoring progress of the implementation status of internal audit recommendations
  • considering issues raised by QAO including recommendations from performance audits and Treasury-related reports to Parliament.

Risk management

In accordance with the Financial Accountability Act 2009, the Under Treasurer has established appropriate systems of internal control and risk management. This has been achieved through the maintenance of a risk management framework and oversight by the ARMC.

Treasury’s Risk Management Framework which includes the risk management policy and guide was reviewed and updated during the reporting period and aligns with the International Standard ISO 31000:2018 on risk management principles and guidelines. The Risk Management Framework includes appropriate governance arrangements and risk reporting and analysis.

Additionally, Treasury operates under a Tax Risk Management Plan that is designed to ensure Treasury always conducts itself in a lawful manner with respect to its tax obligations and complies with all of its statutory obligations in a timely and transparent manner. The plan guides management on how to appropriately analyse, mitigate and report tax risks. Treasury’s Tax Risk Management Plan is updated annually and endorsed by ARMC.

Internal audit

Internal audit is an integral part of the corporate governance framework by which Treasury maintains effective systems of accountability and control at all levels. Internal audit provides assurance to the Under Treasurer that our financial and operational controls are efficient, effective, economical and ethical, and assists management in improving Treasury’s business performance.

Internal audit supports the ARMC by evaluating financial and operational systems, reporting processes and activities. Its function is independent of management and external auditors. This aligns with the roles and responsibilities detailed in the Financial Accountability Act 2009.

Internal audit services are delivered in accordance with Treasury’s Internal Audit Charter and the Internal Audit Plan. The Head of Internal Audit, Glenn Miller is appropriately qualified, and the function is monitored by ARMC to ensure it operates objectively.

During 2022–23 Internal audit:

  • developed and delivered the annual Internal Audit Plan based on Treasury’s risk, strategic objectives, management priorities and future QAO focus areas
  • assisted management in improving business performance
  • monitored and reported on the status of implementation of internal audit recommendations
  • provided reports resulting from internal audits to the ARMC.

External scrutiny

External audits and reviews aid transparency in government, and help Treasury improve its performance.

During 2022–23 the Auditor-General conducted audits where recommendations were either specifically:

  • addressed to Treasury
  • were for all agencies to consider
  • included learnings potentially applicable to Treasury.

These included:

  • Report 2: 2022–23 Improving grants management (whole-of-government)
  • Report 3: 2022–23 Managing Queensland’s COVID-19 economic response and recovery (state finances)
  • Report 4: 2022–23 2022 status of Auditor-General’s recommendations (whole-of-government)
  • Report 6: 2022–23 Managing workforce agility in the Queensland public sector (whole-of-government)
  • Report 11: 2022–23 State entities 2022 (whole-of-government and state finances)
  • Report 13: 2022–23 Managing Queensland’s debt and investments 2022 (whole-of-government and state finances)
  • Report 17: 2022–23 Implementing machinery of government changes (whole-of-government).

These reports and the status of Auditor-General recommendations relevant to Treasury are reported annually.

Information and records management

Treasury continues its commitment to quality information and records management within an embedded information security management system (ISMS) to mitigate its cyber security risk profile. Treasury strives to equip its people with modern and effective data, analytic systems, processes and tools, and provide the support and policies to use them. It recognises its obligations under the Public Records Act 2002, the Financial and Performance Management Standard 2019 and the whole-of-government record governance policy and guidelines.

In response to an Information Management Audit recommendation from October 2022, Treasury published a records management framework with specific roles and responsibilities on the corporate intranet. In addition, mandatory induction and refresher training was introduced to ensure staff are aware of their records management responsibilities.

Most corporate records are now natively digital and remain so throughout their lifecycle.

Public records in all formats are managed by appropriately skilled staff through a whole-of-organisation recordkeeping program. There are zero breaches to report for this financial year.

Treasury is compliant with its record disposal program. This includes use of an approved retention and disposal schedule, and for records transferred to Queensland State Archives, transferred to another agency, and/or details of any records lost due to disaster or other reasons.

Information security

During the mandatory annual information security reporting process, the Under Treasurer attested to the appropriateness of the information security risk management within Treasury to the Queensland Government Chief Information Security Officer, noting that appropriate assurance activities have been undertaken to inform this opinion and Treasury’s information security risk position. In May 2023, Treasury’s corporate systems achieved ISO27001 certification.

Customer complaints

Customer complaints for 2022–23 for Queensland Treasury, as at 30 June 2023:

  • 346 complaints were received
  • nine complaints were received that resulted in “further action”
  • 337 complaints were received that resulted in “no further action”.

This includes complaints for the Queensland Revenue Office. The complaints predominantly related to dissatisfaction with timely and effective service delivery and/or quality of information provided. They have been steadily declining from 405 complaints in 2021–22.

Our people

Treasury adopts the Queensland Government’s public service values, which guide the way we interact, behave and do business. They are:

The initiatives detailed in this section align to our strategic objective, Empower our workforce for the future.

Workforce planning and performance

The Treasury Strategic Workforce Plan 2022–2026 establishes a clear direction and priority actions for Treasury to have the workforce it requires now and in the future.

Actions that have been progressed in 2022–2023 include:

  • developing a meaningful employee value proposition (EVP) to support the attraction, retention and engagement of employees
  • undertaking an equity and diversity audit and planning to support a diverse and inclusive workforce
  • using Working for Queensland survey data effectively for action planning and to inform initiatives such as the EVP development, equity and diversity audit, and health and wellbeing programs and activities
  • developing a learning and development strategy for 2023–24
  • enhancing our approaches to recruitment including modernising our role descriptions, advertising and selection processes and improving our processes to fill vacancies as efficiently and effectively as possible.

In 2023–24, Treasury will undertake actions and initiatives including:

  • embedding the recommendations arising out of the EVP work to enhance the attraction and retention of talent
  • maturing our approaches to the assessment of current and future capability requirements
  • building capability in managing hybrid workforces and flexible work practices
  • exploring opportunities where the introduction of technology will improve the efficiency and effectiveness of workforce management and decision making.

Support for mental and physical wellbeing

A key focus of Treasury’s work health and safety management system is a commitment throughout the organisation to manage psychosocial risk and promote wellbeing at work. With the introduction of the new Code of Practice Managing the risk of psychosocial hazards at work, Treasury continues to mature its safety and wellbeing framework to ensure workers have increasing control over the way they work, have well-designed work processes and access to responsive and safe support services.

Through the annual Working for Queensland employee opinion survey, our employees reported high agreement that ‘my organisation values my wellbeing’.

Ending domestic and family violence

Treasury continues to provide access to resources and to the Challenge DV Recognise, Respond, Refer training to enable employees to support and refer those affected by domestic and family violence to help services. Additionally, Treasury’s employee assistance program is available to employees and their immediate household for confidential counselling support.

Our focus continued with activities and awareness campaigns during Domestic and Family Violence month. Treasury employees participated in and promoted the Challenge DV Darkness to Daylight Challenge in 2023, raising funds and awareness to help end domestic and family violence.

Industrial relations

Treasury works with Together Queensland, the Industrial Union of employees, to maintain a productive working relationship and ensure the effective and efficient management of employment relations and industrial relations matters. Treasury and Together Queensland meet quarterly in the Treasury Consultative Committee, and on other occasions as needed, to discuss industrial relations matters.

Equity, diversity and inclusion

In 2022–23, Treasury completed an equity and diversity audit that informed our Equity and Diversity Plan.

Treasury continues to build its knowledge of First Nations culture through the delivery of applied cultural intelligence training to staff. The training uses First Nations frameworks and cultural principles to equip and empower individuals, teams, and organisations. In addition, the establishment of a First Nations peer network and the appointment of a First Nations Executive Champion provide further opportunities for Treasury staff who identify as Aboriginal or Torres Strait Islander to share their experiences on cultural and other matters that affect them.

Executive champions have also been appointed for gender equity and disability, and a champion to represent culturally and linguistically diverse employees will be appointed in 2023–24. Treasury continues to build on the diversity of its workforce through the cadetship and graduate programs which provide a pipeline for university students from diverse backgrounds to gain employment at Treasury.

These initiatives are further supported through our subscription to “the Fields” which connects people with disability who want to work with inclusive organisations.

Organisationally, we celebrated a range of important events to raise awareness, increase our capability and celebrate our diversity including International Women’s Day, NAIDOC week, Harmony Week, Multicultural Queensland Month and disability awareness month.

Leadership development and people management

Treasury is committed to developing the capability of its employees. During 2022–23 Treasury developed the Treasury Learning and Development Strategy 2023–2024. The strategy focuses on creating a culture of learning where employees continually seek, share, and apply new knowledge and skills to promote individual growth, drive performance, and support the delivery of Queensland Treasury’s strategic objectives and a positive workplace culture.

The Learning and Development Strategy focuses on enhancing priority capabilities:

  • coaching skills
  • leadership skills to manage change, make insightful decisions and support employee wellbeing
  • knowledge and information management and digital and data capabilities
  • recruitment and selection
  • positive performance and wellbeing conversation skills.

In addition, employees and leaders have access to a wide range of learning opportunities online in our learning platform, and via offerings from that Public Sector Commission, Australian and New Zealand School of Government (ANZSOG) and the Institute of Managers and Leaders, where they can explore additional topics aligned to their development needs.

Our workforce profile

In 2022–23, Treasury maintained its focus on core deliverables and sustaining frontline services through efficient and effective administration.

Total FTE for Queensland Treasury 1,309.01

During the period, seven employees received voluntary medical retirement packages at a cost of $525,742. No redundancy or retrenchment packages were paid during this period.

  1. FTE includes Treasury employees providing services to Motor Accident Insurance Commission and Nominal Defendant based on MOHRI FTE data for fortnight ending 30 June 2023.

Consultancies, language services, overseas travel

Information on Treasury’s expenditure on consultancies, language services and overseas travel are published on the Open Data website

Treasury continues to use existing whole-of-government procurement arrangements, guided by approaches such as Buy Queensland and the Queensland Procurement Policy while refreshing our own policies and processes.

Workforce profile data

Gender Number (Headcount) % of workforce
(Calculated on headcount)
Women 787 57.07%
Men 588 42.64%
Non-binary* <5 0.29%
Diversity group Number (Headcount) % of workforce
(Calculated on headcount)
Women 787 57.07%
Aboriginal peoples and Torres Strait Islander peoples 15 1.09%
People with disability 74 5.37%
Culturally and linguistically diverse – born overseas (in either
an English or non-English speaking country)
236 17.11%
Culturally and linguistically diverse – speak a language at home other than English including Aboriginal and Torres Strait Islander languages or Australian South Sea Islander languages 172 12.47%
Women in leadership roles Number (Headcount) % of leadership cohort (Calculated on headcount)
Senior Officers (classified and s122 equivalent combined) 54 52.94%
Senior Executive Service and Chief Executives (classified
and s122 equivalent combined)
30 42.86%

* To ensure privacy, in tables where there are less than 5 respondents in a category, specific numbers should be replaced by < 5

Last updated: 28 September 2023