Territory Stories

9.1 The Board’s Strategic Directions 2016-2020 May 2016



9.1 The Board’s Strategic Directions 2016-2020 May 2016

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Tabled paper 1883


Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT






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5.3 Transformation process, resourcing and priorities In addition to reducing the number of strategic goals and clarifying the targets set for FY20, the Board has determined that the successful pursuit of those goals and targets requires a new and more effective way of implementing business improvement than has been relied on in the past within the Corporation. The Board recognises that a successful Business Transformation Program requires clarity about the steps and processes necessary to deliver on the goals set by the Board. Such a program is a complex and time consuming process and it is essential to adopt a structured and tested approach in order to achieve the Board's strategic goals. While it is management's responsibility to develop and implement appropriate initiatives to achieve the strategic goals and targets set by the Board, the Board has mandated the following features of the Business Transformation Program. ...successful pursuit of the Board's goals and targets requires a new and more effective way of implementing business improvement than has been relied on in the past... 5.3.1 Project Management Office (PMO) First, the Board considers that key to the design and implementation of an effective transformational program is the establishment of a Project Management Office (PMO) to be attached to the Chief Executive's office. The PMO is to act as a custodian of the scope and progress of the Business Transformation Program. The Board expects management to act quickly and appropriately in order to establish a fully functional PMO. This will include: adopting tools and processes, including governance structures, to create consistency in project evaluation and implementation across the Corporation delivering reporting and monitoring mechanisms monitoring and fine-tuning high-priority initiatives/ projects already underway in light of deficiencies highlighted by the 2014-15 external audit identifying other existing initiatives that can be either ceased or continued based on key priorities a diagnostic and design phase, identifying and initiating projects integral to achieving the Board's business transformation goals. Generally, the Board expects project delivery to be the responsibility of relevant functional areas or business units, not the PMO itself. 5.3.2 Initial transformation activities Second, the Board considers that the transformation program must initially focus on facilitating and monitoring priority projects identified in response to the external audit of Power and Water's 2014-15 annual financial statements. In parallel, there must also be a diagnostic and design phase to select and initiate additional (and longer-term) business transformation solutions. Many existing projects and initiatives, such as the Financial Management Improvement Program, the Asset Management Capability project and the IT Strategy must be rolled in under the Business Transformation Program and oversight of the PMO. Existing or planned projects of uncertain value to the Corporation need to be stopped. The Board has requested a funding model be developed that captures the planned cost of these existing projects and initiatives and re-directs those amounts to fund the Business Transformation Program. The Board's expectations of management's approach to the first phase of the Business Transformation Program are described at a high level in Figure 5.1 overleaf in terms of three streams of work. THE BOARD'S STRATEGIC DIRECTIONS 2016-2020 30

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