The Transformation Story - Inland Revenue Business Transformation The Transformation Story Senior Management

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  • 41;:t Inland Revenue Te Tan Taake

    Business Transformation

    The Transformation Story

    Senior Management Team 16th October 2012

  • Objectives • Understand and agree the Transformation Story

    - What we agree on - What needs more work - What we don't agree on.

    •Confirm Options for the Programme Business Case

    •Agree Tranche 1 for the Programme

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    IR's operating model needs to transform to ensure IR can respond appropriately to the changing nature of our business and new

    ways of working.

    Our operating model needs to take into account expectations that IR will work differently with public sector agencies and private sector entities in the future.

    The Case for Change

    The nature of IR's business has changed significantly over the last 20 years and will continue to change into the future.

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  • Withheld under section 9 2 (f) (iv)

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  • Considerations for Transformation The government's priorities for 2011 include: a) building a stronger economy and b) building better results from public services.

    IR contributes to these priorities by: • delivering an effective and efficient tax administration,

    • providing better, smarter public services by changing the way we work to give customers greater certainty and faster, simpler interactions with us.

    Focusing our efforts and resources on these priorities will ensure IR continues to progress towards the achievement of our outcomes i.e. revenue is available to fund government programmes through people meeting payment obligations of their own accord and people receive payments they are entitled to, enabling them to participate in society.

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    CO Inland Revenue Te Tani Taake

  • Transformation Drivers Our Transformation programme has four drivers that help shape the plan and prioritise the timing and grouping of initiatives, the four drivers of transformation are:

    • Our current operating model will not deliver the transformed agency described in IR4TF

    • We need to replace aging technology

    • NZ citizens are demanding reduced government spending and better services, while the Government are asking IR to increase revenue collection

    • IR needs to align with the Governments "Better Public Services" programme and contribute to results areas 9 & 10.

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  • Stage 1 Current State Assessment

    Stage 2 Design

    Stage 3 Planning

    Detailed Planning

    Completed Completed Completed

    Feb 2012— Jun 2012

    Phase 3

    Transformation Roadmap and Business Case I

    Sept 2011

    Phase 2

    Foundation

    Alignment

    RFP & Preparation

    Project Alignment

    Assessment

    Capgemini On-Boarding

    Discovery and Joint Planning

    Completed

    Phase 1

    High Level Blue Print

    and Technology Integration

    Finish Work

    Completed

    Jul 2012— Feb 2013

    Phase 4

    The Programme Journey

    •-• ** * IR **

    Strategy * **

    Time

    IR Business Transformation Roadmap

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    CO Inland Revenue Te Tan i Taake

  • Pages 8 16 withheld under section 9 (2) (f) (iv)

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  • Withheld under section 9(2)(f)(iv) of the Official Information Act

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  • What has to be done differently?

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  • What do we need to deliver?

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  • How will we get there? -

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    Te Tani Taake

  • How will we get there?

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    0 inland Revenue Te Tani Taake

  • How will we get there?

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  • The Costs and Benefits

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  • The Risks

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  • Next Steps • Agreeing a programme of work

    • Funding our Transformation Programme (through the "Better Business Case: process)

    • Planning for Implementation

    • Communication and Engaging with internal and external Stakeholders

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  • Next Steps /N

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