GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Page 1 of 9
Programme Overview
Concerns
RAG Status
Overall Commentary
Recruitment
Current recruitment activity remains on track and the recruitment dashboard is
Las
L t
as M
t
o
M nt
n h
t
Th
T is
i M
s
o
M n
o t
n h
t
Ne
N xt
e M
xt
o
M nth
nt
The overall status of the programme is AMBER, due to the Quality & Assurance milestone progressing well, however there is a concern about the timeliness of addressing
remaining AMBER. The AMBER status is due to a number of our election systems needing a the outputs from the plan b deep dive. The revised recruitment plan, which
PIA completed. Given these are unlikely to all be completed for a number of months, the overall includes the plan b action plan is due to be presented to the Steering Group on
status of the programme will stay at this level.
29 June, then to Programme Board on 6 July. Actions to progress plan b need
to be in train by then in order to hit the ground running in August should we
Risks
Issues
A good amount of progress has been made across the Commission over the last month, need to implement them.
with a number of key milestones being completed. With the closeout of the current financial year,
Budget
there appears to be a significant underspend, some of which will be carried over to the 23/24
Privacy Impact Assessments (PIAs)
financial year, other components of the underspend are permanent savings. However, there are a Work has progressed to better understand the inputs for doing the PIAs that
Milestones
number of workstreams who have identified the need for more budget and a process is are required on our legacy systems, and work will be outsourced to a provider
Overall
underway to enable the business to request a funding increase to ELT.
to help get them completed. However, there are three systems that were
Programme
reported in the PIA paper stating that PIAs were underway which isn’t the case.
Status
Scope
Therefore, there are now more to be completed that initially expected.
Quality &
Decisions/Actions Required
Dates
Assurance
Note the processes in place to provide Enrolment and Voting Services for New Zealand Defence
As an organisation, we are still not trusting each other to deliver on time,
People
Partners
Force (NZDF) Personnel deployed on operations.
therefore drop dead dates are not always being provided when commissioning
work from each other. This causes stress within teams and takes away the
Agree the design, guidance parameters and sign off process for operating voting places
ability to accurately prioritise and manage resourcing
on Election Day.Agree the actions in the Overseas Voting Places relating to France, Australia and
Canada.
Regulated period begins
for election advertising
Enrol. and Comm. Engag. temp staff
14/7
IT infrastructure technology
CHRIS21
complete
Critical Path 1 June – 31 August 23
contracted
election ready
30/6
UVP
31/7
31/7
election ready
Commentary
eRoll
New recruitment processes
Recruitment Process Redesign
31/7
election ready
Since the previous reporting period four critical path milestones have
approved
(ARTS) complete
31/7
2/6
30/6
EMS Election Ready
been completed. Electorate headquarters are now all operational, new
31/7
recruitment processes have been approved, the roll data extract from
TUPU
Comm. Engag.
election ready
MIKE for the enrolment update campaign has been completed and sent
Nominations Open
campaign starts
31/7
28/8
to NZ Post and processing centres are fully operational.
Today
31/7
EMS being election ready has moved from 1 June to 31 July. Voting
1/07/23
1/08/23
Services and IT agreed that an additional May Release containing
outstanding critical GE Bug fixes and functionality was required. This
went into Production on 31 May. The impact of this is that Pen and Load
1/06/23
31/08/23
testing weren’t able to be started until 1 June and C&A work may be
Reconciliation App
CE Contracted
Election Ready
Organisations
delayed. Less time will be available for remediation work following Pen/
30/6
start delivery
Load testing. Overall, however, IT and Voting Services don’t foresee this
31/7
having any material impact on EMS users and this delay is manageable.
EU Mailout
overseas packs dispatched
(date tbc)
Bulk supplies delivery
EU Mailout
18/7
complete
The critical path for 1 March – 31 May is provided in Appendix A and 1
Public info and education
MIKE data extracted
ad campaign goes live
11/8
September – 30 November in Appendix B.
15/6
Bulk recruitment
30/7
goes live
3/7
MIKE
EU Mailout
Processing Centres
election ready
distribution starts
fully operational
28/7
31/7
2/6
Voting place mobile phones delivered
28/7
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Key Milestones
Milestone Commentary
Commentary
This report contains information on progress against key milestones only. For more information on
successes over the last month and the focus for next month please refer to Appendix D.
Late Milestones
There are three late milestones.
The GE2023 specific remote voting information being completed and uploaded to the website has
been delayed. There are delivery dependencies on the overseas team for the team to complete
the review of remote voting letters and website content milestones. Due to illness this has not yet
happened. There will be a change request coming to the Steering Group once the revised date has
been confirmed.
There is still time to get remote voting information up in a timely fashion – ie, by mid July which
was when overseas had originally indicated they wanted the information up by.
The Special Vote Audit has not been completed. Testing has been completed, and a meeting has
been scheduled for 19/6 with IT and Director Enrolment to determine whether any remediation or
additional testing is required. If remediation is required this will be subject to a change request.
Critical rules and the exception process have made good progress. The critical storage rules
have been approved and the exception process is in final stages. The exception form has
been agreed with Voting Services and meetings are taking place this week to discuss the
approval delegations for that form. The revised date for final sign-off of the delegations is 30th
June.
Milestones up next
There are ten key milestones due to be completed over the next four weeks. Currently, all these
milestones are on track.
Completed Milestones
There has been excellent progress over the last month with eight key milestones being completed.
These have been from each of the workstreams and cross functional pieces of work.
Current
YTD
Full Year
% Full Year Spend
Account Description
Actual
Budget
Variance
Actual
Budget
Variance
Budget
Total Remuneration
428,923
330,204
(98,719)
2,195,393
3,278,719
1,083,327
4,746,614
46.3%
Total Superannuation
25,967
37,334
11,366
122,016
189,828
67,812
319,122
38.2%
Total Field
655,920
941,457
285,538
3,082,383
3,628,651
546,268
6,806,843
45.3%
Total Leave
92,141
34,141
(57,999)
171,813
185,180
13,367
304,241
56.5%
Total Health & Welfare
31
0
(31)
183
5,000
4,817
5,000
3.7%
Total Training & Development
16,196
10,833
(5,363)
43,934
21,240
(22,695)
53,931
81.5%
Total Other Personnel Costs
28,339
18,098
(10,241)
65,661
173,943
108,282
212,233
30.9%
Total Computer & Telecommunications
42,842
531,376
488,534
436,544
1,224,625
788,081
2,238,977
19.5%
Total Occupancy Costs
1,249,806
872,092
(377,714)
4,708,002
3,672,634
(1,035,368)
5,511,852
85.4%
Total Office Equipment
38,516
139,750
101,234
2,619,910
2,784,500
164,590
2,995,389
87.5%
Total Specialist Services
271,114
655,673
384,558
2,129,489
4,184,425
2,054,936
7,253,908
29.4%
Total Travel Expense
77,692
96,881
19,189
467,871
596,187
128,316
1,374,499
34.0%
Total Meeting & Entertainment
2,847
13,600
10,753
89,697
132,250
42,553
423,750
21.2%
Total Printing, Stationery & Postage
266,664
223,316
(43,348)
1,537,068
5,795,166
4,258,098
6,359,598
24.2%
Total Miscellaneous Expenses
119,235
21,297
(97,939)
155,208
52,327
(102,881)
99,920
155.3%
Total Operating Expenses
3,316,233
3,926,051
609,818
17,825,171
25,924,674
8,099,503
38,705,877
46.1%
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Budget
GE2023 Finances as at 31 May 2023
Budget Commentary
Current
YTD
Full Year
% Full Year Spend
Description
Actual
Budget
Variance
Actual
Budget
Variance
Budget
Total Remuneration
459,611
399,554
(60,057)
2,655,004
3,678,273
1,023,270
4,746,614
55.9%
Total Superannuation
34,759
46,949
12,190
156,775
236,777
80,002
319,122
49.1%
Total Field
1,007,819
1,203,904
196,085
4,090,202
4,832,555
742,353
6,806,843
60.1%
Total Leave
125,887
42,735
(83,152)
297,699
227,914
(69,785)
304,241
97.9%
Total Health & Welfare
63
0
(63)
246
5,000
4,754
5,000
4.9%
Total Training & Development
10,035
15,861
5,827
53,969
37,101
(16,868)
53,931
100.1%
Total Other Personnel Costs
12,678
18,466
5,789
78,339
192,410
114,071
212,233
36.9%
Total Occupancy Costs
85
0
(85)
85
0
(85)
0
0.0%
Total Computer & Telecommunications
425,141
478,331
53,190
861,684
1,702,955
841,271
2,238,977
38.5%
Total Occupancy Costs
1,372,905
919,609
(453,296)
6,080,908
4,592,243
(1,488,665)
5,511,852
110.3%
Total Office Equipment
(69,077)
37,250
106,327
2,550,833
2,821,750
270,917
2,995,389
85.2%
Total Specialist Services
237,995
686,465
448,470
2,367,484
4,870,889
2,503,406
7,253,908
32.6%
Total Travel Expense
113,125
447,531
334,406
580,996
1,043,718
462,722
1,374,499
42.3%
Total Meeting & Entertainment
6,935
190,000
183,065
96,632
322,250
225,618
423,750
22.8%
Total Printing, Stationery & Postage
878,592
243,716
(634,876)
2,415,660
6,038,882
3,623,222
6,359,598
38.0%
Total Miscellaneous Expenses
47,004
21,297
(25,707)
202,211
73,623
(128,588)
99,920
202.4%
Total Operating Expenses
4,663,556
4,751,667
88,111
22,488,727
30,676,341
8,187,614
38,705,877
58.1%
Trust and Security
Commentary
Applications for the Regional Security and Resilience Advisor roles have closed. A decision was taken to reduce the number of advisors to one per region (i.e. 5 and not 10). This is due to:
-
ability to onboard and manage a remote group of staff effectively at short notice and with the available resources;
-
greater than anticipated set-up costs including more national office support than anticipated;
-
the likelihood for additional funding to support security solutions/changes.
Regional Managers have been briefed, initially on the intent of this programme of work and more recently on objectives for the role and the key tasks they will be undertaking. We are interviewing applicants for the 5 regional roles with Regional
Managers over the coming week.
Page 2 of 4
P&C are currently using the new regional HR Advisors to support with social media checks of LLM and RRM staff who have been onboarded. Social media checks will also be conducted on Area trainers. Additional screening questions have been added
to interview questionnaires following advice from the Senior Advisor Security and Resilience.
Materials to support voting place staff to manage challenging situations are currently in draft. These will cover when to seek immediate support (111), guidance on managing situations themselves, and when and how to escalate concerns through field
management and ultimately up to National Office if required.
We are working closely with Voting Services to finalise the last key decisions that need to be taken to support the field to be ‘security ready’ for GE2023. There are some challenges with resourcing the design and implementation all of the initiatives
identified by the Security Working Group (i.e. over and above the protective security work already undertaken by Voting Services and others, and the inter-agency work). We are working this through with Voting Services, however we are likely to seek
a further resource at National Office to help with implementation of the work.
Inter-agency work continues. Protocols setting out the roles and responsibilities of agencies in relation to possible disruption of the GE are in final draft. These are on track to be signed off by the Senior Officials Committee and published in July. An
event risk profile, including roles and responsibilities for prevention mitigations and response actions has been built based on work with agencies to identify their role in preventing and responding to disruption. The next step is for the protocols,
mitigations and response actions to be put to the test through ‘operational scenario testing’, which will be held in July. In addition to the combined inter-agency forums, we are working closely with Police and DPMC through bilateral arrangements.
We are working with Legal and Policy to include a link to security advice from agencies responsible for the protection and security of candidates on our candidate portal. This was requested by NZ Police and DPMC as we are the agency that interfaces
with candidates about the event. This is a similar approach to the one we take where information is relevant for candidates (and we are the conduit for providing it) even though we do not have direct responsibility for the advice or information itself
(e.g. we already provide links to information about advertising and broadcasting standards).
Current
YTD
Full Year
% Full Year Spend
Account Description
Actual
Budget
Variance
Actual
Budget
Variance
Budget
Total Remuneration
428,923
330,204
(98,719)
2,195,393
3,278,719
1,083,327
4,746,614
46.3%
Total Superannuation
25,967
37,334
11,366
122,016
189,828
67,812
319,122
38.2%
Total Field
655,920
941,457
285,538
3,082,383
3,628,651
546,268
6,806,843
45.3%
Total Leave
92,141
34,141
(57,999)
171,813
185,180
13,367
304,241
56.5%
Total Health & Welfare
31
0
(31)
183
5,000
4,817
5,000
3.7%
Total Training & Development
16,196
10,833
(5,363)
43,934
21,240
(22,695)
53,931
81.5%
Total Other Personnel Costs
28,339
18,098
(10,241)
65,661
173,943
108,282
212,233
30.9%
Total Computer & Telecommunications
42,842
531,376
488,534
436,544
1,224,625
788,081
2,238,977
19.5%
Total Occupancy Costs
1,249,806
872,092
(377,714)
4,708,002
3,672,634
(1,035,368)
5,511,852
85.4%
Total Office Equipment
38,516
139,750
101,234
2,619,910
2,784,500
164,590
2,995,389
87.5%
Total Specialist Services
271,114
655,673
384,558
2,129,489
4,184,425
2,054,936
7,253,908
29.4%
Total Travel Expense
77,692
96,881
19,189
467,871
596,187
128,316
1,374,499
34.0%
Total Meeting & Entertainment
2,847
13,600
10,753
89,697
132,250
42,553
423,750
21.2%
Total Printing, Stationery & Postage
266,664
223,316
(43,348)
1,537,068
5,795,166
4,258,098
6,359,598
24.2%
Total Miscellaneous Expenses
119,235
21,297
(97,939)
155,208
52,327
(102,881)
99,920
155.3%
Total Operating Expenses
3,316,233
3,926,051
609,818
17,825,171
25,924,674
8,099,503
38,705,877
46.1%
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Legal & Policy
Process and Assurance Project
Commentary
Commentary
Legal & Policy successes for the current reporting period:
•
Launched the Candidate Hub on elections.nz on 6 June
The review with the Programme Board in May clarified the focus of the work and allowed the team to
•
Finalised return forms for candidates, parties and third parties
prioritise. Based on the best value that can be delivered looking forward, Nominations has been selected.
•
Preparing for judicial review proceedings in the High Court relating to the broadcasting allocation on 20 June
•
Continuing to issue advisory opinions, with over 500 items covered so far this year
Another Business Analyst has started working on the project to prepare a process map for the work, we
•
Managing compliance issues for candidates and parties, including ongoing reporting of donations to parties over $20,000
will then re-engage with the working group to progress the other artefacts.
•
Ongoing registration of third party promoters
The RASCI has been updated to reflect delegated authority Accountability alongside the current
accountability that is being followed. This will allow for further discussion later about the roles and
responsibilities across management and potential opportunities for rationalising.
IQA
This table reflects progress made at 16/06 against current action plans.
The following progress has been made against the 23 recommendations:
•
6 have been closed (up from 1 last month)
•
9 are in progress (down from 11 last month)
•
7 are yet to start (down from 11 last month)
•
0 are overdue (same as last month)
•
0 are under threat of missing their due date (same as last month)
This is the second month that the Programme is reporting progress against the IQA Report provided by Caravel in May 2023. The Programme Director will
finalise the action plans on 19/06.
The Programme is making good progress and remains comfortable with those recommendations targeted for closure by 31/07/2023. The biggest risk
remains that any project(s) receives an unexpected challenge in delivery. In the event of this happening the Project Director will make a judgement on
whether to re-prioritise any affected recommendation from High to Medium (due 14/10/2023). Currently no such delivery challenges are visible. Of the 7
recommendations not started 4 are not due until 30/06/2024.
Page 2 of 4
Issu
I es
ssue log
Impacted Area
Reputatio
Issue Description
Impact on business
Management / Progress update
People
Process
Systems
Finance
n/Other
RAG
Date reportedReported by
Assigned to
1. If the PIAs are not completed
The Programme Director will source
as much information as possible to
PIAs have not been completed for
there is a greater risk of not being complete the PIAs and will procure a
many legacy systems and there was compliant.
Emily Redmond
specialist to assist in getting them
Yes
Yes
Yes
No
Yes
Medium
2/05/2023 Emily Redmond
an action in 2021 to begin this
2. If the Commission is not
Lucy Hickman
completed. A meeting is taking place
process
compliant with privacy, there is a
reputational and integrity risk.
with procurement on 22/6/23
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Appendix A: Critical Path 1 March – 31 May 23
Broadcasting allocation
decision published
12/5
Community Engagement
implementation plans
Overseas Enquiries
complete
open
19/5
3/4
1/04/23
1/05/23
1/03/23
31/05/23
Māori Electoral Option
goes live
31/3
MFAT MoU in place
Electorate headquarters
(for Overseas)
operational
20/3
SnapHire Phase 2
31/5
Bl
B ack = c
a
omplet
ck = c
ed
omplet
goes live
Gr
G een =
e
Key d
K
a
ey d te
t
3/5
Red
R = Imm
ed
ovab
= Imm
le d
ovab
a
le d te
t
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Appendix B: Critical Path 1 Sept – 30 Nov 23
Last day to get special votes to
Election Day
home returning officer
14/10
27/10
Last day to receive
Last day for return
Regulated period ends for
postal votes
Dissolution of Parliament
of special
election advertising
from overseas
Return of the Writ
8/9
Preliminary
declaration votes
13/10
24/10
9/11
results
18/10
14/10
Declaration of
list members
Nominations Day
8/11
15/9
Recount
Overseas and Dictation
Last day to receive
if needed
Voting starts
postal
8/11
27/9
votes from NZ
18/10
Official Count
Writ Day
results
10/9
1/09/23
3/11
30/11/23
1/10/23
1/11/23
Nominations Period
AV period
Post Election Period
28/8 - 15/9
2/10 - 13/10
15/10 - 1/11
ERSA
Rolls received
Release names
EasyVote packs
election
at HQs
of electorate
supplementary
ready
26/9
and list
run delivered
1/9
candidates
Rolls on display
6/10
16/9
to public
Results phone
Party List
29/9
solution
AVPs/VPs
Delivery of ballot
generated
complete
approved
papers
and printed
13/10
by CEO & election
Roll qualified
for AV complete
16/9
period ready
& Official Result Closure
Complete certificates
15/9
1/9
19/10
For election systems
(C&A)
EasyVote
Voting places map completed
29/9
packs main run
and upload to website
delivered
NOPT - Scrutiny complete
16/9
20/10
Overseas App
3/10
Delivery of ballot papers
election ready
DVP election ready
for ED complete
Bl
B ack = c
a
om
ck = c
pleted
pl
25/9
6/10
Gr
G een =
e
Key d
K
a
ey d te
t
25/9
Red
R = Im
ed
movab
m
le d
ovab
a
le d te
t
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Appendix C: Key Risks
Treatment Action (Mitigations)
Assessment of CURRENT Risk
Last date
Risk Owner
Risk title
Risk description
Treatment action log
Risk
reviewed
What can be done to reduce the likelihood?
Likelihood
Consequence
Rating
All ELT
Reliance on
IF, we continue to be reliant on a
1.Identify and document key staff and key roles
Items 1-4 have been implemented
Likely
Significant
Medium
June 23
Managers
key staff
on a small number of key SME’s
2. BCP work has required that back-up plans are identified and documented including cover for critical tasks. Revisit this
Sept 22: A workshop will be run with ELT on 12 October, focussing on
and workloads remain high THEN
document to ensure it is still valid
implementing mitigations
if any of those people get sick,
3. Review the TOM work which has identified critical staff risk and has incorporated this into the organisational changes being
14 Oct 22: A first workshop was run with ELT which did a deep dive into
burnt out or leave the
implemented to determine if it is still valid and if it has mitigated any risk
this risk. New mitigations were identified. Not everything was
organisation, this will
4. Identifying back-ups for all key staff during the GE
completed, so another will be run and this risk will be updated as a
compromise our ability to deliver
5. Document all critical GE delivery processes showing clear ownership and back ups
result of the two workshops next month
and creates critical points of
6. Staff retention and attraction policies and practices being implemented
11 Nov 22: this risk needs to be updated based on the ELT workshop.
failure
7.Recruitment, H&S, BCP, reprioritisation
This will be done post Hamilton West by-election.
8.Review of GE 2023 critical path to identify critical points of failure and where we may need to have more documentation
17 April 23: The recent recruitment of mangers in the Operations Group
around process.
in particular have a focus on ensuring workload is spread across teams,
9. Identify ways to support critical staff if a crisis arises that they need to deal with
work is underway to document key processes and BCP plans are in the
10. Develop and roll out succession planning including understanding and planning for career pathways
process of being updated.
11.Identify substitutes and ensure they are well informed to be able to step in
16 June 23: Progress has been made on process mapping, BCP planning
12.Capture knowledge to make it readily accessible for others
and resource allocation/backups.
13.Run an ELT workshop to identify critical issues and develop a shared plan going forward.
DCE
SMEs leaving
IF people leave without providing
1. Managers set expectations with the team that they are to document key processes
Sept 22: This is a new programme risk and has been assigned to the risk
Very Likely
Minor
Medium
June 23
Enterprise
without
a substantive handover (either in
2. Managers to ensure that when someone resigns they prioritise writing a thorough handover document
owners only this month. Progress against treatments will be reported
Services
sharing
person, via documentation or
3. Managers prioritise recruitment so there is a handover period
next month
DCE
information
both), THEN we lose a significant
4. P&C prioritise recruitment for critical roles
14 Oct 22: progress has been made on treatment 3 & 4.
Operations
amount of knowledge that makes
20 Feb 23: The process and assurance work that is starting in March will
the next person's role harder,
address much of this risk as key processes will be documented.
potential rework and potential
17 April 23: Work is progressing to document key processes and good
non delivery of items
progress has been made on recruiting for critical roles and other
positions.
16 June 23: The process and assurance continues to make progress in
mapping out key resources and good handovers are taking place when
people resign in some areas.
CIO
Cyber Attack
IF, A malicious cyber attack were
1.Structured improvement of controls (technology, human, supply chain management) to enable us to continually improve our
30/6/2022 - Treatment items 1-6 have been implemented
Feasible
Major
Medium
June 23
on Critical
to occur on critical systems,
ability to identify, prevent and respond to cyber security incidents.
Sept 22: Treatments 1-10 have been implemented
Systems
THEN, Security of information
2.Resourcing focused on cyber security issues.
20/2/2023 - work continues on Treatment 11 in conjunction with the
would be at risk and systems may
3.Draft enterprise-wide information systems strategic plan (ISSP) Phishing, training, SMT focus and leadership to inform staff.
ARTS project, to automate parts of the onboarding process. Enhanced
be down.
4.Cloudflare DDoS protection.
threat intelligence now implemented into device endpoints as part of
5.Developing playbooks for incident types
Treatment 12.
6.Certifying and accrediting GE critical systems
16/6/23 A cyber security dashboard is being produced and the work that
7.Links to NCSC and acting upon security bulletins.
Deloitte are undertaking will contribute to this risk treatment.
8.Patching applications, infrastructure regularly and quickly.
9.Pentesting applications and infrastructure annually.
10.Third party supply chain audits.
11.Improving authentication/authorisation at the Commission to reduce ability for attackers to harvest credentials.
12.Implementing extra monitoring software to improve our ability to detect and prevent incidents
13.Larger Cyber Security awareness campaigns
Project RAG status
Four of the seven workstreams reported AMBER last
month. Each area has a remedy to return the
workstream to green
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 20 May to 16 June
Appendix D Successes for reporting period by workstream
Focus Areas for next month by workstream
Enrolment & Strategic Engagement & Partnerships
Enrolment and Community Engagement
Voting Services
• (Enrolment) Enrolment Update Dress Rehearsal successfully completed
• (Enrolment) All remaining (161) fixed term enrolment (and Customer Service) staff contracted, on
• Deliver the LSM Urban training
• (Enrolment) Permanent Enrolment Processing Teams moved into GE23 premieres
boarded and IT setup verified.
• Deliver the dress rehearsal of the RRM training
• (Enrolment) Snaphire bulk contract process using agency confirmed and documented
• (Enrolment) Teams leads start their training - 3 July
• Progress the recruitment of RRMs and Trainers
• (Enrolment) Team Leads interviewed, selected and contracting pending.
• (Enrolment) Production of Enrolment Update Mailout underway at NZ Post, including EC QA on
• All the PIMs will be at the printers for printing and delivery
• (SEP) Regional GE23 SEP Implementation Plans baselined
site at NZ Post Mailhouse, AK and CH.
• The SnapHire overseas solution is scheduled to be delivered
• (SEP) Scaled up workforce defined, and recruitment started
• (Enrolment) Roll HQ Distribution list available for Blue Star to start logistics planning.
• Approve the Project Brief for our Services to the Deaf Community
General Election Technology Project
• (Enrolment) Start to review in detail the Enrolment responsibilities with the Post Election
• Approval of EasyVote artwork, content, envelope and insert
• Tranche 3 – 3638 / 6570 mobile phones for voting places now built (55%)
Processes
• Planning for the second readiness test (all electorates)
•
•
Started production build of election night results phone solution
(SEP) Procurement of community engagement resources
• Installation of the Central Processing Team’s Telephony solution
•
•
Continued the technology fit out of Electorate Headquarters. Refer to slide 9 for full details of progress.
(SEP) Complete recruitment and onboarding of temporary staff, prior to first day of training on 17
Enterprise Services
•
July
Completed the delivery of MFD printers to Electorate Headquarters.
• Make the financial changes that have been proposed in the EMS payment
•
•
(SEP) Training programme reviewed with stakeholders and finalised
Continued work on the technology fit out of the 3 Enrolment Processing Centres.
module
•
•
(SEP) Approval of procurement plan for contracted community organisations
Started testing all GE roles for onboarding and application access
• Finalise updated Recruitment Plan, including the deep dive input
•
•
(SEP) Distribution of GETP tablets
Built 160 tablet devices for Community Engagement staff
• A first draft of the recruitment reporting dashboard is completed and will be
General Election Technology Project
ARTS Project
socialised with key stakeholders
•
•
Complete setup of technology for Logistics & Supplies Managers
•
First review of Tableau Recruitment Dashboard complete
Complete the cyber security deep dive with Deloitte
•
•
Start DR planning
•
Pikselin interactive map and careers page content upload into our sandbox ready for testing
Complete the Pen and load testing in June/July
•
•
Complete testing all GE roles for onboarding and application access
•
Paper-based application development from Aotal ready to test on our project sandbox
Complete development of Overseas App enhancements
•
•
Distribute 160 tablet devices for Community Engagement staff
•
Non-GE (BAU) Recruitment process mapping and gap analysis documented
Working on BCP and DR schedule and documentation
•
ARTS Project
•
GE Recruitment process defined, awaiting sign off from Voting Services
Reconciliation app is Election ready
•
•
Further Reporting requirements defined
•
Tupu SMS/Email Onboarding process solution implemented
Complete User Acceptance Testing of new CHRIS 21 payroll solution
•
•
Careers Page enhancements live on the elections.NZ website and signed off
•
Operations Manual Chapter 9 completed and signed off.
Continue rolling out Windows 11 laptops
• Paper-based application process fully implemented and signed off
Communications & Education
• Continue implementation of high-level design of Syslog Uplift solution
•
•
GE Recruitment process signed off
Plan for website information architecture completed.
•
•
Successes continued
•
Non-GE (BAU) Recruitment process sign off
EasyVote pack assets drafted, translated, designed, and approved.
Enterprise Services
•
•
Justice of the Peace and Interpreter process defined and signed off
•
All enrolment mailout assets completed.
Finance has loaded the fixed portion/NO contracts into each Electorate
•
•
Early HQ Support offboarding process signed off
budget, so Electorate managers can complete the budget for their Electorates
Kids Voting delivery approach confirmed and assets ordered.
•
•
Process for EM’s, RA’s and RM’s to be set up as recruiters and hiring managers agreed and signed
• Set up Enrolment and Enquiries roles in SnapHire, recruiting 169 staff for
All voting place posters translated and in the design phase.
off
•
Community Engagement
Orange Guy information campaign phases confirmed and scripts for TV and radio drafted.
Communications & Education
• Set up roles for SEP, recruiting directly 140 people
• Motivation and educational campaign creative brief approved.
• Approval of paid media approach for advertising campaign.
• Prepared the presentation for the RRM Induction rehearsal 12/13 June
• GE2023 recruitment ad campaign creative presented and focus groups undertaken.
• Remote and overseas assets reviewed, approved and where needed uploaded to website.
•
•
Tested Chris21 prior to first pay run
Agreement on the deliverables criteria to be applied internally.
• Completion of all voting services requested collateral.
• Ran a deep dive with the GE Programme Board on recruitment
Voting Services
• Community Engagement implementation plan assets agreed.
•
•
Progressed work for reporting on recruitment. A first draft of the recruitment
Delivered the first Logistics and Supply Manager (LSM) training for rural LSMs.
• Development of the campaign kit for internal teams.
reporting dashboard is completed and now needs to be socialised with key
• Artwork and content for the EasyVote envelope, insert and letters is on schedule for approval
stakeholders
• Production of Community Engagement base resources and requested resources.
by the CEO early June.
• Regular reporting to VS on the status of recruitment of the RRM and LSM
•
•
Development of any material required for Community Engagement training.
The Operations Manual chapters and master forms uploaded onto Tupu.
roles
•
Enquiries project
Continuing the training packages for the LSMs (for Urban LSMs) and RRM roles.
• Penetration and load testing in progress
•
•
Progressing the design process for the various sessions we want to run during the Team Leader
Completed the Readiness Test 1 (8 electorates).
• Migrated UVP to Catalyst Cloud
and staff training
• Refining plans for our Services to the Deaf Community.
• Continuing development of functional enhancements to the Oversea App as
• Socialising the various frameworks that will guide how we operate the Customer Services Team,
• Completed the equipment and supplies stocktake.
agreed with VS
for example Continuous Improvement Framework, Assistance and Escalation Pathway Approach,
•
Prioritisation Approach, Quality Assurance Approach, etc
• Completed May release for EMS
Completed the videos for the Voting Place project.
• Progressing the recruitment of a Team Leader and team
•
Centralised Enquiries Project
Mike OS upgrade completed
•
• Finalising the forecasting for both Telnet and the Customer Services Team
•
Zendesk has been updated in the Sandbox environment (Groups, forms and Schedules)
Single sign-on completed for Tupu
•
• (Business Analysis): Consultation is nearing completion on the Enquiry subjects, instructions and
•
A Test Manager has been assigned and is working through the design and plan.
197 Windows 11 laptops rolled out
•
escalation paths
•
Telnet Specification for SoW for GE2023 drafted and sent for feedback.
Completed high level design of Syslog Uplift solution
•
•
Consultation underway for complaints escalation paths specifically
•
Information for Telnet training review started.
Started implementation of Syslog Uplift Solution
• The National Office floor comms cabinet UPS (uninterrupted power supply)
maintenance tests and report are now completed
Document Outline
