Leading with Purpose: How Busselton Water is Driving Innovation from the Inside Out

David has worked in the water industry for almost 30 years. He joined Busselton Water in September 2023 after three years as General Manager of Service Delivery at TasWater, overseeing statewide operations and maintenance of water and wastewater treatment. His experience covers industry operations, including rural and metropolitan water sources, treatment and networks, sewerage network and treatment, and urban and rural drainage. 

Describe your work in a single sentence.
I lead Busselton Water in delivering on our vision, strategic goals, and long-term objectives.

What challenges do you own in your organisation?
My focus is on transforming the business by building lasting relationships with stakeholders, peers, and the communities we serve. It’s about delivering excellent customer service, meeting our commitments, staying financially sustainable, and protecting our social license to operate.

Share your career journey so far—would you say it was conventional?
I’ve spent over 30 years in the water sector, from regional roles in Western Australia to senior positions at Water Corporation and TasWater. It’s been a steady climb through the industry, but moving to Tasmania as General Manager of Service Delivery pushed me to grow as a leader. It showed me the value of consistent standards and highlighted how different organisations face unique resourcing challenges.

When you step onto that stage, what’s one thing you want people to know about you?
I’m a connector of good ideas. My role is to understand when we need to lead, when we should align with others, and when something’s simply not a priority.

What’s one piece of advice for building a business case for a new project?
Research and reach out. Explore what’s possible through vendor conversations and tap into your network to understand what’s been done before. Learning from others helps you avoid costly mistakes.

What’s your advice for someone looking to progress to the next level in the public sector?
Know your business model, and look beyond your immediate area. Growth comes from understanding the bigger picture.

What’s one skill every public sector employee should be learning to improve service delivery?
Curiosity. Ask what people actually do and where their time goes. In the digital space, everyone should be learning process mapping skills, including frameworks like SIPOC, to better understand and improve the systems they work in.

How do you get your team, senior leadership, and the public excited about a new initiative?
Anchor the initiative to your organisation’s strategic goals and make it real. Show how it connects to everyday work, and focus on 3–5 tangible ways it will make a difference.

How do you know when you’re on the right track—or when it’s time to shift direction?
Listen to your people and stay agile. If your team is engaged and delivering value, you’re headed in the right direction.

What does an innovative public sector look like to you?
It’s about creating space to experiment while balancing compliance and consistency. Smaller agencies like ours are well-positioned to lead innovation because we can engage with every team member and move quickly on good ideas.

How would you describe the future of public sector service delivery in three words?

• Fit-for-purpose
• Right-sized
• Organised.

What is the end goal of service delivery in your department?
We want to be easy to deal with for customers, contractors, employees, and stakeholders.

What problem will you be sharing a solution to onstage?
We’re showing how a small utility can successfully navigate digital transformation. It’s about staying focused, finding opportunities to innovate, and delivering services that hold up against much larger organisations.

How will the public benefit from your project?
Our size is our strength—we can engage across the entire business and see connections between processes that are often hidden in more complex organisations.

What technology went into making your project possible?
We built our strategy around integrating people, processes, and technology, avoiding siloed approaches and focusing on what works together.

What’s the secret ingredient to your project’s success?
It’s the level of staff engagement. Everyone is part of the journey. We’ve developed clear transformation principles, meaningful outcomes for employees, and relatable performance indicators that show progress throughout the program.

How does your agency measure success, and does this change by stakeholder?
 Absolutely. We measure success through both qualitative and quantitative outcomes for employees, while also ensuring clear business benefits for our customers and contractors.

Hear More from David at the Government Innovation Showcase WA, 21 August
David Hughes-Owen will be speaking at the Government Innovation Showcase WA, taking place at the Perth Convention Centre on 21 August. Join us to hear firsthand how Busselton Water is building a smarter, more connected utility—through leadership, digital transformation, and purpose-driven strategy. David’s session will address “Transforming Government: Embracing ICT as a Service for the Future of Public Service Infrastructure.”