Item #:
22.12-09
Title:
TOM programme closure and handover
For:
Board meeting 14 December 2022
Prepared by: Target Operating Model Programme
Recommendations
It is recommended that you
note the TOM programme closure and handover details provided.
Purpose
1.
The purpose of this memo is to provide you with a final summary of the closure and
handover of the TOM programme.
Overview 2.
The TOM programme is a transformational programme of work due to achieve its full
benefits and target state in 2030. The programme interventions have been planned to
consider the cadence of the General Election; this is demonstrated in the road map and
sequencing of interventions.
3.
The Programme Team was set up to implement the first tranche of approved
interventions identified in the agreed TOM programme of work.
4.
The interventions originally commissioned, commenced in 2021 and undertaken
substantively in 2022 have been either concluded or handed over to relevant groups
within the Commission.
5.
A strategic stage gate review has been completed to ensure ongoing alignment to the
strategic priorities of the Commission, align the interventions with the new structure,
and assign accountabilities and ownership. A revised road map and recommendations
on priority areas of focus have been provided to the Executive Leadership Team (ELT)
for consideration and were agreed and accepted at the 8 November 2022 ELT meeting.
6.
Going forward intervention owners will determine workstream scope and deliverables,
allocate resources and be responsible for realising benefits as well as future stage gate
reviews. This will ensure the completion and embedding of outstanding first tranche
interventions and the planning and execution for longer-term second tranche
interventions are well informed to continue the transformation journey and allow future
work to be planned and integrated alongside business-as-usual operations.
7.
Alongside this the Programme team has been focusing on closing out work, transitioning
remaining and follow-on work to the business, and documenting key programme inputs
and outputs, which are reported in the workstream updates below. Communication has
been provided to the organisation about the closure of the TOM programme, with
further communication planned for the new year to provide a wrap up of what the team
achieved, where ongoing projects are housed within the business and next steps.
Alignment with Commission’s Strategic Priorities
8.
Below outlines the achievements of the programme towards the Commission’s strategic
priorities.
Intervention highlights
9.
The programme has achieved several highlights during a period of organisational
leadership change and Covid-19. A sample of achievements is provided below.
Regional review
10.
The implementation of the new E&CE operating model, and the lead up work to
establish the case for change, consult on the change proposal and approve the future
state represented the largest programme achievement based on size, scale, time and
impact.
11.
The new model received strong support from staff in terms of intent and design. It
represents a significant change for both E&CE and the Commission and lays the
foundation to enable future improvement opportunities and capture benefits.
People capability uplift
12.
The capability uplift intervention aims to de-risk the election and de-risk the
Commission by ensuring resources are available to reduce internal pressure by plugging
identified capability gaps across the business.
13.
A significant amount of analysis and advice has been provided to the Investment
Committee, TOM Steering Committee and ELT to inform the short- and longer-term
capability needs of the Commission.
14.
An initial capability baseline (primarily additional staffing allocations to lift capability)
has been established to provide visibility of the current state.
15.
Recruitment of planned capability uplift is underway, with new information provided to
inform future resourcing needs based on organisation priorities and affordability.
Delegations
16.
The review and update of delegations (financial, people leader and electoral matters)
has been refreshed after over three and a half years.
17.
The policy has been simplified, is better organised and is easier to follow.
18.
The changes better support the new organisation structure in line with the principle of
lowering authorities to the lowest practical level possible, to enable and empower staff.
SMT functional alignment and leadership operating arrangements
19.
Functional alignment at the SMT level was implemented on 25 April 2022. Newly
formed functional groups, Enterprise Services, Strategy, Governance and Development
and an Operations group, operated under transitional arrangements until the
appointment of DCE’s in September 2022.
20.
New leadership arrangements have been implemented to allow the ELT and broader
leaders to strengthen the stewardship of the Commission and to rationalise several
existing “operational governance groups”.
21.
Terms of references for ELT, SLG and Data and Information Management have been
prepared to establish the new leadership operating arrangements, covering purpose,
responsibilities, membership, and administration.
22.
These charters will support the structural alignment changes and ensure there are clear
demarcations for proposing, recommending and approving matters of organisational
significance.
Culture workstream
23.
The programme team has recently completed a Cultural Analysis of the Organisation;
the analysis included data from this year’s Engagement Survey. A presentation of the
analysis and findings was presented to the CE and the DCE of Enterprise Services. The
presentation and findings have been presented to the TOM Steering Committee and
ELT. ELT will determine the next steps in this work programme.
Allocation of workstreams and interventions going forward
24.
The CE/ELT have been allocated the following interventions:
a. Develop leadership by building a shared team vision and addressing any individual
gaps
b. Embed an organisational-wide culture
c. Implement functional alignment across SMT and business units
d. Standardise structures
e. Group specialist capabilities
25.
DCE, Enterprise Services have been allocated the following interventions:
a. National Office refresh and assessment of future needs
b. Plug other identified capability gaps as per Capability Review
c. Implement succession and workforce plans
d. Continue to use secondments from the Ministry of Justice to support key events
e. Analyse upgrading and integrating key systems
26.
DCE, Operations has been allocated the following interventions:
a. Implement Regional Review Decision Document and support transition
b. Standardise engagement approaches
c. Deliver integrated, tailored end-to-end community services
27.
DCE, Strategy, Governance and Development has been allocated the following
interventions:
a. Build strategic, planning and analytics hub
b. Review and implement delegations to the lowest operational level
c. Strengthen risk management
d. Strengthen internal measures
e. Analyse & pilot digital technology pathways to 2030.
Financial Summary
28.
Currently, the programme has secured a budget of $500,000, which is spread across the
first four months of the financial year. The costs incurred for the Regional Review
Implementation, in line with the Case for Change decisions, are funded via savings
achieved in Enrolment and Community Engagement (this budget is held by Enrolment
and Community Engagement).
29.
As at 30 October 2022, the programme reports YTD, an actual spend of $676,908, of
which $285,924 are Regional Review Implementation & Transition costs.
30.
The programme’s final forecast YTD costs are $802,245 of which $286,594 are Regional
Review Implementation & Transition costs. A budget estimate has been provided to
Finance for inclusion in the Commission’s quarterly budget reforecasting.
Next Steps
31.
The remaining contracted programme resource will have concluded by 2 December
2022. At this point, the interventions, priorities and programme roles will be handed
over and will become the responsibility of the assigned owners within the Commission.
32.
The Strategy, Governance and Development group will monitor completion of the
interventions going forward with the support of the PMO.
