The Power and Water Corporation (PWC) is a Northern Territory Government-owned corporation. PWC is responsible for electricity transmission and distribution, and water and sewerage services, across the Northern Territory, covering an area of more than 1.3 million square kilometres.
The Challenge
To meet the ever-changing demands of its customers (the people and businesses of the Northern Territory) and as a consequence of some Government-enacted restructuring in recent years, PWC identified a need to transform its core digital platforms to support its future ambitions. PWC had a complex web of IT and digital systems supporting both customer and operating functions. A number of these were approaching end-of-life and/or would not support desired levels of service for future operations. For any PWC technology project above a certain size or level of strategic importance, the Northern Territory Government ICT Governance Board requires a periodic, independent assessment.
Key issues for consideration by the Board include:
- the sequencing of various critical elements within the overall program
- inter-connectedness with other strategic programs underway across PWC
- an overall risk assessment
- the perennial challenge of securing appropriately qualified, technical resources
To add to the complexity of this task PWC operates in a tough environment with extremes in weather and climate so it is an ongoing challenge to get services ‘on the ground’ where they are aligned to demand, which can fluctuate greatly.
The Solution
At the request of the ICT Governance Board, and whilst maintaining arm’s length objectivity at all times, GHD worked collaboratively with PWC’s CIO to undertake a review of the proposed transformation activities. Other senior business leaders (who are effectively customers of the program’s outcome) were also engaged and undertook a rigorous, data-based review of the five-year digital and IT investment program. The approach of combining mutual professional respect with constructive challenge produced an outcome that yielded both reinforcement of positive actions already underway coupled with suggestions for improvement, particularly in relation to governance and project management. GHD’s formal deliverable was an independent report suitable for submission to the Northern Territory Government’s Cabinet.
The Benefit
The Northern Territory Government received an independent and balanced strategic report which delivered rigorous, impartial advice. The report took into account the context in which the renewal program was being delivered and included a range of constructive suggestions for upcoming phases that have been well received by both PWC and the Northern Territory Government’s ICT Governance Board. The report has contributed to a reduction in overall program risk.