Design Decision: In Confidence - PowerPoint Presentation

1. Design Decision: In ConfidenceWork stream: Author(s): Date:Version:VersionDateDescriptionAuthorDateReviewed and Supported By

2. Executive SummarySummaryApprovalTITLE Executive Summary and Approval PathDraft for Discussion Business Owner ForumsRACI:Inform or EndorseDate<Insert BOF> <Please enter RACI>Design CouncilsRACI:Inform or ApproveDateTechnical Architecture DC (TADC)<Please enter RACI>ApprovalRACI:Note or ApproveDatePortfolio Governance Board (PGB)<Please enter RACI>Design Integration ForumsRACI:Review and Confirm or ApproveDateCore DIF <Please enter RACI>Design Integration ForumsRACI:Approve, Endorse or NoteDateTechnical DIF<Please enter RACI>

3. Alignment to Blueprint (Title) Provide the audience with assurance that you have ensured that the contents of this KDD are in accordance with the requirements of the appropriate blueprint. TITLE: Alignment to Blueprint & Interdependencies with other KDDs InterdependenciesDraft for Discussion KDD Interdependencies (No & Title)List and provide a brief description of any interdependencies or possible interdependencies with other KDDs.Briefly explain the current situation with regard to each interdependency.Mapping to EA Principles (where applicable) (Appendix 1) Mapping to ICT Principles (where applicable) (Appendix 2) Mapping to Org. Design Principles (where applicable) (Appendix 3) Complete mapping to mapping to EA, ICT or Org. Design principles before progressing further

4. TITLE BackgroundContextOther ContextReason for KDDImpacts if no decisionCritical Date & Impact if not met Decision RequiredDraft for Discussion

5. Option ADescription:Advantages: Disadvantages: Option CDescriptionAdvantages: Disadvantages: RECOMMENDEDOption BDescription:Advantages: Disadvantages: TITLE : Decision Required

6. TITLE Impact AssessmentOptionScope Benefits Refer to impact definitionsSchedule CostRefer to impact definitions Principles Risk Change Refer to impact definitions on the next slidePolicy Option 1Remain As-IsLow MediumLowLowVery HighLowLowLowOption 2Non-Integrated AnalyticsLowLow LowLow Low LowLowLowOption 3Embed Right-Time InsightsLowHighLowMediumVery High MediumMediumLowDraft for Discussion

7. TITLE Impact AssessmentDraft for Discussion Change ImpactOrganisation & People Change Impact DescriptionLowMinor change to existing:Policy (legislative), Business processes and policies, Tax & social policy products, Systems and applications, Working environment including location, tools, user support & procedures, Organisation structure & team composition, Capabilities and skills, Ways of working and culture shift. Not likely to cause disruption to business activity.MediumSome change to existing:Policy (legislative), Business processes and policies, Tax & social policy products, Systems and applications, Working environment including location, tools, user support & procedures, Organisation structure & team composition, Capabilities and skills, Ways of working and culture shift. Minor disruption to business activity could result.HighMany changes to existing:Policy (legislative), Business processes and policies, Tax & social policy products, Systems and applications, Working environment including location, tools, user support & procedures, Organisation structure & team composition, Capabilities and skills, Ways of working and culture shift. Major disruption to business activity could result.Very HighIntroduction of completely new:Policy (legislative), Business processes and policies, Tax & social policy products, Systems and applications, Working environment including location, tools, user support & procedures, Organisation structure & team composition, Capabilities and skills, Ways of working and culture shift. Significant disruption to business activity could result.

8. TITLE Benefits Impact Assessment - definitionsDraft for Discussion Guidance: The programme business case included benefits within three broad categories - customer, Government and Inland Revenue. The use of standard definitions to assess impacts on benefits (both positive and negative) will support the high-level KDD options analysis.Depending on the scope of the options in the KDD, benefit impacts may touch the customer, the Government, Inland Revenue and/or a combination of these categoriesWhere the benefit impacts occur across more than one category, the KDD should reflect the highest rating.If you require help with the assessment, please contact the Business case teamImpact against Customer Government Inland Revenue Compliance effort “imposed additional or relieved customer effort required to meet tax obligations and/or seek entitlements” Assessed revenue “expected impact to assessed revenue” Administrative costs “change to IR administration costs” Negative Positive Nil Nil n/a n/a n/a Low Low less than 10% change less than $20m pa less than $100,000 pa Medium Medium less than 25% change less than $50m pa less than $1m pa High High less than 50% change less than $100m pa less than $10m pa Very High Very High greater than 50% change greater than $100m pa greater than $10m pa

9. TITLE Cost Impact Assessment Draft for Discussion Guidance: A KDD’s cost impacts could be a one-off programme costs and there may also be on-going BAU costs. The use of standard definitions to assess impacts on costs will support the high-level KDD options analysisDepending on the scope of the options in the KDD, cost impacts could be one-off programme cost, an on-going cost to the business and/or a combination of these categories.Where the KDD has both a one-off and an ongoing cost impact, the KDD should reflect the highest rating. If you require help with the assessment please contact the business case team.ImpactOne-off programme implementation costOn-going cost to IR“costs incurred by the programme to deliver outputs, services i.e. commissioning datacentre”“ permanent on-going costs borne by IR per annum[p.a.] i.e. software licenses”Niln/an/aLowlessthan$1mlessthan$100k p.a.Mediumgreaterthan$1mgreaterthan$100k p.a.Highgreaterthan$5mgreaterthan$1m p.a.Very highgreaterthan$10mgreaterthan$10m p.a.

10. Appendix 1TITLE Mapping KDD to EA Principles Note: Remove any rows that aren’t applicable.Draft for Discussion See separate EA principles template

11. Appendix 2TITLE : Mapping KDD to ICT Principles Note: Remove any rows that aren’t applicable. PrincipleApplicationSafety, security, availability and fitness for purpose of our information and technology assets is our highest priority, whilst we meet our statutory obligations.This is a fundamental principle for the decisions.We have one Technology organisation across the IR enterprise that is responsible for all of ICT.N/AWe have one integrated ICT plan that will inform the entire organisation, to which all initiatives are aligned and prioritised.N/AOwnership and accountability of information and technology is clearly identified: Business units are accountable for business solutions and information and ICT are accountable for technology assets.N/AWe will look to the market of proven organisations for solutions and capabilities that meet our needs.The proposed strategy is aligned with what we observe in leading OrganisationsWe will adopt all of government services at the appropriate time.N/AWe will consider outsourcing where the services are a commodity and maintain insourced capability to retain and protect our intellectual property.N/AVendors will be selected and managed using an agreed framework that considers the needs of the entire organisation.Procurement processes and SLA management/change management process will be followed.All technology investment shall follow an agreed process via the Investment Board that involves all relevant stakeholders at the appropriate stages and provides visibility of the risks, true costs and benefits.N/AWe will invest in our future systems capability, and by exception only, in our legacy systems.Solution is forward looking. Data Masking and DLP can also cover legacy environments.We will use proven technologies, methodologies and the previous experiences of other organisations to ensure successful delivery of our ICT investments.Proven technologies will be used.ICT assets and systems will be interoperable, modular and reusable.This is extendable acWe will leverage IR ICT to support wider government initiatives.N/A

12. Organisation design principlesApplicationCategory 1The customer1. Structures and ways of working will be designed to enable, manage and champion the customer experience of the future that will facilitate customer compliance from the start.2. Organisation will structure to keep pace with evolving channels, technologies, shifting customer needs, including customer lifecycle services.3. Customer-facing (external and internal) parts of the organisation will be enabled by more customer-centric ways of working with customer metrics used as measures of performance4. IR’s services will be accessible through multiple channels and methods, including digital, mobile workforce, and collaboration with other government agencies and intermediaries. 5. Proactive customer assistance is enabled by devolving decision making closer to front line who interact directly with customers.Category 2 Efficiency and effectiveness6. Structures are configured to enable non-core capabilities to leverage third party innovation and expertise that will enhance supply chain efficiency, effectiveness and customer experience.7. Core capabilities that direct overall design and integration of the ecosystem is retained in IR in order to deliver on its accountabilities.8. Continuous improvement is embedded in the way we work, consistently increasing the effectiveness and efficiency of all services delivered.Category 3Agility and intelligence9. Policy agility is enabled by agile structure, adaptable technology, process flexibility and skilled decision making.10. Structures and organisational processes improve information sharing and enhance relationships with government, as well as enable all-of-government federated service delivery.11. Effective decision making through clear decision accountabilities and streamlined governance processes that focus on decision outcomes and speed to value rather than bureaucracy (internal and external).12. Rapid and devolved risk-based decision making enabled through readily available information, analysis and value-based frameworks.13. Decision makers consider the organisation beyond own functional area, taking an IR-wide and outcome-focused approach.14. Innovation is enabled by removing structural barriers (avoiding a deep hierarchy and siloed functions) and through collaborative work practices.Category 4The workforce15. Intellectual property associated with our core capabilities and specialist knowledge workers is protected, retained and institutionalised.16. Individual jobs are designed for meaningful work, motivated by congruent reward and support arrangements that deliver a strong employee value proposition.17. Individual performance measures have a direct line of sight to the organisational performance and score card measures.18. Multi-disciplinary, problem solving and knowledge based teams that are flexible and adaptive to meet business needs.19. Formal and informal mechanisms to connect the organisation internally and externally, creating an environment that fosters collaboration and thought leadership.20. Span of control and layers of management are optimised and adaptable to promote speed and accuracy of decision making.Appendix 3TITLE Mapping DD to Org. Design Principles Note: Remove any rows that aren’t applicable.

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