t Inland Revenue Te Tan Taake Business Transformation 11€¦ · Services to process obligations and entitlements p. -- ... *Based on Capgemini delivery experience and engagements

11" Business Transformation tlt Inland Revenue Te Tan Taake

-

Transformation Programme An Overview of Inland Revenue's Transformation

Andrew Bardsley 30th March 2012 •

Inland Revenue Our Mission

We contribute to the economic and social wellbeing of New Zealand by collecting and distributing money

Our Vision A world-class revenue organisation recognised for service and excellence

11111.1111111F People receive payments they are entitled to, enabling them to participate in

society

Our outeom —

Revenue is available to fund government programmes through people meeting payment obligations of their own accord

More customers are able to self-manage

More customers register and report accurate

Information when required

Services to process obligations and entitlements

p. -- Services to inform the public about entitlements and meeting obligations

Taxpayer audit Management of debt and outstanding returns

Our imp cps - the difference we want to make

We improve compliance by ensuring: Compliance includes when:

More customers claim their correct entitlements _.

More customers pay and file information on time

We address non-compliance so that:

The behaviour of non compliant customers

improves

Our p s we will direct our effort and resource to

We retain, develop and attract high-calibre

people with the skills required in the future

FV4e Proactively influendO compliance and address

the causes of compliance risk and

threats through a range 6., of interventions ,A

rWe move customers tcil cost-effective channels

while creating an environment to make it easy for customers to

self-manage A

We improve the efficiency and

effectiveneSs Of govt through working with otheragonsies and private providers

rWe use our Information7 to make timely

decisions and build an Intelligence-led organisation

Business Transformation

Our inputs - the way we use our resources

P.111-70-10e Systems Assets

Policy advice

Our Mi

IR for the Future

• •

• ccaziliC piasaim, or n it,Giso vaxicri *0_ IRSUDNU mckix77\ 'WE M 10

•

Err=

'AT

4r'5 1{-0.A sae.a,dr

krovetu.s7.41`, 7 "'el NO- LI

w•••

•7•

TOW • •a1076 aiAtie,74 .70.ctualwe

CORAVIT 0/RAILS WAS (JUD•40 COrlekTai

• LAI ccur tel awe t IfieCr .

• VA tw, 1.041110#4.1. . Cf coereartex amaie

AZOI

:kto P c,

OUR FouRE 011 A PPCiF

••

11113101kVelln NSA :1(CP9 NM) or CleClefln nynieres ce oniorre Stilf<tNilAf it ram) (mimes

-M4014 i 1/010 (-,AtOnl,SIN 444,4 :won, IS 4 valor

.sa Wert cams a penereme et' sigemcant mane inprwe WI, wit NMI OW NUN'S

IretD (10Z4 *rod," --NL,

A-.


Inland Revenue P

Over the short-medium term Inland Revenue will focus on: • Delivering our core services

Delivering 'IR for the Future' Delivering on government/legislative priorities, and other investments to:

a) Increase Crown revenue and reduce debt b) Reduce Crown distributions c) Deliver organisational efficiencies d) "Keep the lights on"

Business Transformation is responsible for developing and implementing our Transformation Programme to deliver 'IR for

the Future'

It

Achieving IR for the


The BT group provides this organisation wide focus to support the overall transformational effort


Successful transformation requires an integrated and coordinated approach - agreeing what needs to be done, in what order, keeping track of progress, and making sure we are ready for change.

Business Trans


Transformation journe

• The average transformation journey* for other large government departments, tax offices and large public sector organisations typically spans 4 - 8 years

• Most organisations have multiple attempts to consolidate their transformation programmes

• IR has already undertaken a number of initiatives to consolidate, prepare and mobilise for transformation (e.g. Blueprint development, 'Base Case', IR for the Future)

• Need to achieve the right balance between delivering Legislative change, meeting baseline challenges, delivering on customer expectations, engagement in cross-agency initiatives, investment in 'keeping the lights on' and investment in building an operating model for the future

*Based on Capgemini delivery experience and engagements with executives at the following organisations; The Australian Taxation Office, Department of Treasury and Finance - Government of Victoria, Her Majesty's Revenue and Customs Service, Department of Work and Pensions, Telstra and National Australia Bank


Approach Feb-Jun 2012

112AW-oRMATION OVERVIEW

CGA W6N1 !'1,ANNING

4-rvtAM6 Wog14

4sr6r 2-011

• fill •

cic■°° 1.12ANKFOMA11(14 A1261ITtCrtit

VitTO2g iM WAt* tF V40010461

ftEcRotzM TOt MIt■It• COLLAIWAllbN

Joint work streams

Engagement/Subject Matter Experts (SMEs)

• Collaboration Zone(s)

• Accelerated Solution Environments (ASEs)



Collaboration Zones

Design Authority Maintain integrity and consistency

of design across programs and stakeholders through involvement/ sponsorship of workshops

Fast Start 'Involve all relevant stakeholders to ensure alignment with program and evolving target state • Embed consistent project methodology • Rapid induction onto the program • Establish standard work patterns

PMO • Visible reporting through use of static displays (RAG status, issues register, high level progress reports)

Portfolio Performance Mgt • Regular reviews • Steering Committee meetings • Benefits Tracking dashboard on display • Management of formal feedback loops between PM0 and Programs

Delivery Management • Program integration briefings/ worksessions/ meetings • Issues resolution • Deliverables sign off' acceptance • Involvement in program level worksessions

Change Mgt • Develop change strategy including communications and training strategy • Forum for effective communication and regular briefings delivered by project teams or business stakeholders to their peers • Change agent training 'Feedback sessions and temperature checks • Training • Visualisation and simulation techniques to facilitate understanding and commitment to change • Culture change

11

V

April 2012

vv

20/03/2012 I

22/03/2012 Update report

to ICT Minsters (TBC)

17 April 2012

IF • • )'11 A ii

1 June 2012 Ai

22 May 2012

*

12/06/2012

Timeline

8/03/2012 ASE workshop


(TBC)

14/05/2012 Gateway 0 (TBC)


(TBC)

Weekly status reports provided by Capgem to Share the key milestones for the coming 6 months BT Programme Management Team

Key

* = Regular TBP Meetings

SLF

12/06/2012 Update report to

ICT Minsters (TBC)

26/03/2012 Monthly report

to Ministers

26/04/2012 Monthly report

to Ministers

26 May 2012 Monthly report

to Ministers

Transformational change is not easy, and achieving a balance between strengthening our existing capability while looking to future change is challenging

We are already successfully managing a significant change programme including changes to desktop systems, service delivery and online services


Intensive collaborative process building on what has been achieved to date

Documents

t Inland Revenue Te Tan Taake Business Transformation 11€¦ · Services to process obligations and entitlements p. -- ... *Based on Capgemini delivery experience and engagements