9.1 The Board’s Strategic Directions 2016-2020 May 2016
Tabled paper 1883
Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT
Made available by the Legislative Assembly of the Northern Territory under Standing Order 240. Where copyright subsists with a third party it remains with the original owner and permission may be required to reuse the material.
4. Strategic Analysis This section documents the key operational and external factors driving the need to reset Power and Water's strategic direction. It includes a strengths-weaknesses opportunities-threats (SWOT) analysis. 4.1 What role does the Board play? Section 15 of the GOC Act states that the Board of Directors is specifically: responsible "for the operation of the Corporation", and accountable to the Shareholding Minister "for the financial performance of the Corporation". As highlighted in Box 4.1, based on good governance principles, key features of the Board's role in relation to operation of the Corporation is driving the strategic direction of the Corporation, developing policies and ensuring corporate strategy translates the Board's vision for the Corporation into measurable objectives and goals. The Board must also regularly assess activities of the Corporation against that vision statement and those goals, to ensure the Corporation is meeting its original purposes. These responsibilities cannot be delegated, and the Board must always reserve to itself all matters which can have a material impact on the Corporation's reputation and financial sustainability. The Chief Executive (supported by the Executive Leadership Team) is responsible, within parameters set by the Board, for determining and overseeing implementation of the Board's strategic direction to ensure Corporation goals and objectives are achieved. The Chief Executive is also responsible for ensuring that the workforce is aware of the strategic direction, goals and policies of the Corporation to ensure a unified direction. The role of the Executive Leadership Team focuses on implementation of the measurable objectives and goals developed by the Board. The Board can only deliver results through the day to-day activity of the Chief Executive and the Power and Water workforce. However, the Board must take responsibility for the overall performance of the Corporation. The Board appoints the Chief Executive and delegates accountabilities to the Chief Executive for delivery, but it cannot delegate accountability for success or failure. ...the Board...cannot delegate accountability for success or failure. THE BOARD'S STRATEGIC DIRECTIONS 2016-2020 11
Aboriginal and Torres Strait Islander people are advised that this website may contain the names, voices and images of people who have died, as well as other culturally sensitive content. Please be aware that some collection items may use outdated phrases or words which reflect the attitude of the creator at the time, and are now considered offensive.
We use temporary cookies on this site to provide functionality.
You are welcome to provide further information or feedback about this item by emailing TerritoryStories@nt.gov.au