IT PROPOSAL FOR CHANGE
Decision Document
November 2024
A note from Aaron Tasker, Chief Information Officer
Kia ora koutou
I am writing to share with you the final decisions following our consultation on the proposed changes to the Information Technology (IT) function.
The proposed changes were designed to establish a high-performance, modern IT function that aligns with and enables our Commission's
strategic objectives.
I want to sincerely thank everyone who engaged with this proposal during the consultation period. We received 30+ pieces of feedback from
across the organisation, including comprehensive input from our IT kaimahi and the broader teams they support. This feedback has been
invaluable in shaping our final decisions while maintaining our vision for a sustainable and scalable IT function.
We have carefully considered the insights, concerns, and suggestions raised. This thorough review process has helped inform our final
decisions. The detailed decisions changes, and next steps and implementation timeframes, are outlined in the attached document. For
background on the process and proposed changes, please refer to the original Consultation Document.
Change can be difficult and comes with challenges. We have a range of support available and encourage you to utilise this support and reach
out to the P&C Team, your people leader, or me. Aaron remains available to clarify and answer questions throughout the implementation period.
Ngā mihi,
Aaron
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Summary of the process
What we consulted on
In the IT Proposal for Change, we consulted on the following:
• Organisation structure, including the teams’ functions, positions and reporting lines.
• Position descriptions, including specific accountabilities, responsibilities and role requirements.
• The selection process and implementation.
• Position and people impact(s).
• Providing alternative solutions to help us achieve our desired outcomes.
We received several feedback submissions, all of which have been reviewed and considered, with our response on page 5 of this Decision Document.
This document sets out the final decisions relating to changes and the timeframe for implementing these. The final decisions have been approved by the Board.
For background on the process and proposed changes, please refer to the Consultation Document. Details of the consultation can be found o
n ECHO. We recognise that change is difficult and can create uncertainty and concern. The emotions expressed through this process reflect the dedication and commitment of
our IT Team to their work and to the Commission. We are committed to working together to implement these changes in a way that acknowledges your valuable insights
and builds on the strong foundation of expertise within our IT function.
Rationale for change
• The review of the IT function was excluded from the November 2022 proposal for change to give time to assess the function.
• We want to ensure the IT Team has the people and capabilities expected to support our services for the Commission Capacity and capability gaps are addressed
to support the delivery beyond one electoral event.
• Position descriptions require alignment with the activity performed in the team and sufficient coverage is required for key positions, and our leadership positions
require the key responsibilities expected of our leaders.
• The IT operating model for the Commission needs to ensure clarity for the delivery of core capabilities by key suppliers where our people can manage them
through a streamlined approach.
• We must build future thinking into our team, with the ability to deliver during, and in-between, electoral events.
• Our IT functions need to deliver and meet current and future business needs.
• We must effectively use our budget to derive cost-effective solutions for a sustainable workforce.
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Principles for the change and this proposal:
• We will design a fit for purpose function that effectively utilises our budget.
• Our positions are clearly described, realistic and sustainable.
• We will build on our IT capability to grow us as a high performing function.
• We will align and connect change to the Commission’s values, strategic purpose and outcomes.
• Our scope is contained to the IT function.
• Best practice and industry standards will be adhered to.
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Key themes from feedback received and our response
Feedback theme and summary
Our response
Changes (if any)
Rationale for change
We were encouraged by the overall support for the
No change.
Most feedback acknowledged the need for change and
change and the rationale.
restructuring within the IT Team to better align with
organisational goals and address existing challenges.
We can confirm that the principles and rationale
However, there was some perception that the change
communicated for the proposal and have continued to be
was motivated by cost-reduction rather than the
used through the decision-making process. It is not the
principals and goals communicated.
intention of this change to achieve any specific cost
savings.
Salaries and Remuneration
We acknowledge the concerns raised regarding position
Positions will be resized by Korn Ferry where
Positions, particularly those within the Applications Team, sizing and remuneration bands and can confirm we have feedback has led to a meaningful change to the
were perceived to have expanded responsibilities that
followed the Commission’s Job Evaluation Policy when
position description or context.
were not adequately acknowledged in the proposed
undertaking these.
position descriptions or reflected in the proposed salary
It's important to note that the historical sizing of current
Kaimahi who are offered redeployment into a role
bands.
positions isn't directly comparable to this exercise, as job with a lower salary band will be offered 100% of the
sizing was completed on new positions.
grade for that role. Any offer will be subject to a good
There is concern that the salary bands undervalue the
faith negotiation process, where employees can
critical institutional knowledge held by existing kaimahi,
To ensure objectivity and market alignment, we engage
make submissions as to why they should be placed
especially those who have experience with past elections. Korn Ferry to conduct independent position sizing. As a
at a different position in the grade. In accordance
This knowledge is seen as essential for the successful
trusted partner with extensive experience supporting the
with our Remuneration and Reward Policy, the Chief
delivery of future elections and is not easily replaceable. Electoral Commission across various specialist positions, Electoral Officer needs to approve any appointment
they have valuable context and understanding of our
at over 100% of the grade. The Commission and the
Many felt that the proposed job sizing is a devaluation of unique operating environment. This ensures accurate
Chief Electoral Officer will consider information
their skills and contributions.
sizing of the positions.
employees provide in support of their view that they
should be appointed at a higher level.
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Discrepancies were noted between the proposed salary
We want to be clear that there was no deliberate intention
bands and similar roles within the Commission, such as
to reduce the overall sizing or distribution of positions as
Senior Business Analysts.
part of this change. The positions were designed, then
externally sized through the job sizing process.
There was a perception that kaimahi are being asked to
perform the same or similar roles for less remuneration,
While we understand the desire to compare positions
with flow on consequences, such as leave.
across the Commission, it's important to recognise that
roles with similar titles often have distinct specialist
requirements and accountabilities that influence their
sizing. Each functional area has unique technical
requirements and specialist skills that need to be
evaluated independently.
Position descriptions
We appreciate the detailed feedback provided regarding
Please see the Position specific feedback and
Proposed position descriptions are perceived as too
the position descriptions, particularly around electoral
changes section for a description of the changes
generic and don't reflect the specific responsibilities and event responsibilities and role-specific complexities.
made.
complexities of the roles, particularly in a small
organisation where individuals often work outside of their In developing these position descriptions, we have
defined roles.
deliberately taken a balanced approach. While we
understand the desire for highly detailed, task-specific
That position descriptions should have clarity on
descriptions, our aim is to create adaptive position
expectations for delivery in electoral events and be
descriptions that can accommodate the dynamic nature
clearer on requirements for working outside of business
of IT work without requiring constant revision. This
hours during these periods. It was also noted that some
flexibility is particularly important in our environment,
functions are currently being performed by SME's outside
of IT and currently not aligned with expected
where roles naturally evolve with technological
responsibilities.
advancements and changing organisational needs.
Some position descriptions still reference non-existent or Feedback received regarding current and future state
incorrect positions.
tasks, activities, skills, and experience requirements has
been carefully analysed. Where appropriate, we have
incorporated this feedback to better reflect role
complexities while maintaining the necessary flexibility.
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Technical requirements and references to positions have
also been reviewed and corrected.
We acknowledge that working in a small organisation
often requires adaptability and collaboration beyond
defined role boundaries. The position descriptions have
been designed to support this reality while providing clear
accountability and direction for current and future
kaimahi.
The change process
We acknowledge the concerns raised about the
No change.
Concerns were raised about the limited involvement of
consultation process and communication approach and
existing staff in crafting the new position descriptions.
particularly recognise the strong support for our IT Team's
Some believe the process should have been more
current performance and capabilities.
collaborative, involving the expertise of senior team
members to accurately reflect the work being done.
The extended consultation period provided an opportunity
for extensive feedback outlined in this document, which
There was confusion regarding the criteria used to
has been valuable in shaping our final decisions. We
determine that position descriptions were sufficiently
appreciate the detailed insights shared by our kaimahi
different to warrant disestablishment and the creation of regarding their roles, responsibilities, and the
new roles.
complexities of our IT environment. Role design was
informed by significant work undertaken by leaders in the
Some staff felt the lack of upfront communication about
IT Team, supported by the People & Culture team. The
potential salary reductions, unclear explanations of the
consultation process has allowed us to incorporate
methodology used for job sizing, and a perceived
significant feedback into the final design.
reluctance to address concerns openly have damaged
trust and created feelings of hurt and anger among
affected staff.
Regarding the assessment of position changes, limited
feedback was received comparing current and proposed
positions in a way that would alter the impact assessment
While the extension to the consultation period was
appreciated, the overall timeframe was still considered
to existing positions. However, all feedback received has
too rushed, particularly given the complexity of the
been carefully considered in finalising the design and
changes and the impact on staff.
positions.
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There is support for the functions that the IT Team
Our focus now is on moving forward collaboratively,
perform and their performance in undertaking current
ensuring we maintain the high level of service delivery
roles.
that has been consistently demonstrated by our IT Team
while building additional capability for the future.
Risk
We recognise that any change brings risk and that
No change
There is feedback that the proposed salary reductions
mitigations have been considered to this where
and this process will damage morale, increase turnover,
appropriate.
and ultimately harm the organisation's ability to retain
critical talent and institutional knowledge.
It is our intention to redeploy and find opportunities for as
many kaimahi through this change as possible.
There is feedback that the proposed changes will
introduce risk to the delivery of the 2026 General
Election and other electoral events due to the potential
loss of key knowledge or reduction in staff morale and
contributions.
Capacity
We appreciate the detailed feedback regarding team
We have replaced a Technical Support Analyst with a
There was feedback that the IT Team doesn’t have
capacity and role distribution. It's important to
Senior Technical Support Analyst position to provide
enough capacity to support the business effectively.
acknowledge that historical capacity challenges have
a more appropriate balance of the team when
been significantly driven by our vacancy rate. A key
considering the regular temporary workforce during
Other feedback suggested that positions may be too
objective of this change is to create a sustainable design electoral events. More information on this is
varied to succeed.
we can effectively recruit into.
included in the position specific impacts.
Some feedback suggested specific positions to add into
While we understand the suggestions for additional
the design, including:
positions, including Project Manager, Change Manager,
•
Data Analyst, and Test Analyst roles, we need effectively
Additional Project Manager and project
administrator
utilise our budget. We have carefully considered all
•
suggestions and balanced these against our operational
Change Manager
•
requirements and financial parameters.
Data Analyst
• Test Analyst
The Commission has made recent changes to our ways of
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• Innovation based role or team
working regarding project management of general
election events. If additional project management
There was also specific feedback that the Applications
capacity is required, this will be engaged as a temporary
Team does not have sufficient capacity and could include staff uplift.
a 4th Senior Systems Analyst and Systems analyst.
Change and Release Management responsibilities are
Other feedback suggested having two Senior Technical
included within the new IT Operations Lead position. The
Support Analysts would be appropriate.
Commission's IT function is not of sufficient scale to
establish a full-time change manager.
The Commission has Data Analysis capabilities within the
Strategy, Governance and Delivery group, and the IT Team
will continue to work alongside them.
Testing responsibilities are included within the Systems
Analyst position description and is also conducted by the
Commission’s suppliers. We will continue to engage
additional testing capacity temporarily if required.
Innovation for new systems and processes are expected
to occur alongside our existing strategic intent and
operations rather than separately. The Commission is not
seeking transformational change through technology that
would mean a dedicated innovation role is required.
We will continue to monitor workload and capacity as the
new structure is embedded.
Overall structure and leadership structure
We have made changes to the name of the Infrastructure We have changed the team’s name from the
The overall organisation design of an Applications Team,
Team based on the feedback. We consider Technology
Infrastructure Team to the Infrastructure & Operations
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Infrastructure Team & Information and Security team is
Services (also known as Information Technology Services) Team.
supported.
to be not an appropriate team name as Information
Technology Services typically encompasses broader
Standardising how we approach application management responsibilities of software development & delivery.
is positive.
Feedback was given that the Infrastructure Team would
be better described as the Technology Services team to
better reflect the operational responsibilities of the team.
Introduction of the Security Operations Centre (SOC)
We agree that appropriate planning and execution is
No change
Support was given for the introduction of a SOC as it will
critical to the success of the implementation of this
be more scalable for events and provide sufficient
function. This will take place over the coming months.
coverage.
Feedback noted the need for careful selection and
implementation of a supplier.
Separating the Architecture Team
Having architects supported by senior roles in
No change
Feedback was received both in support and
applications & engineering will provide mitigation to key-
disagreement for the separation of the architecture
person knowledge risk.
function.
Manager roles will be accountable for strategic outcomes
Support highlighted the benefits of focus of team
as well as operational ones, reducing the likelihood for
members into specific domains and better clarity of
operational concerns to supersede strategic ones.
ownership and improve outcomes.
It is unlikely a team of 22 kaimahi would be susceptible to
Concerns included the potential introduction of new key-
dramatic silo behaviour, and if this behaviour were to
person risk, that architectural activities would be
occur, the IT leadership would be accountable to correct
superseded by operational concerns and that it would
it.
increase ‘silos’ within the team.
Having architects report directly into the Lead Architect
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would create additional manager responsibilities and
increase the workload of this role, reducing its focus on
the architectural needs of the Commission. So too would
adding it into the Manager Information & Security.
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Proposed Positions and summary of
Our response
Changes implemented for decisions
feedback
Senior Advisor Information Management
The Manager, Information & Security will provide clearer
No change
That the Senior Advisor Information
accountability for information management and record
Management role should be included within the management, providing a similar level of oversight to that of
change scope, and considerations be made to
the Manager Data & Insights.
implementing a 'Records Manager' role for
equivalency with the Data and Insights
The Manager Information & Security has a small number of
Manager role, or a Principal Advisor role to
direct reports, and therefore will have more capacity for both
recognise accountabilities/responsibilities
strategic and operational accountabilities as part of their role.
associated with the uplift of records
management maturity. Consider changing the
Records Administrator to an Information
Management Advisor.
That the proposed Manager Information &
Security would only be operating at a strategic
level due to workload & skills/experience.
Manager, Information and Security
Leadership and management is required for the Cyber
No change
Feedback was predominantly supportive of this Security Engineer and Senior Advisor Information
position.
Management and it is not suitable to have these roles directly
reporting to CIO. No other suitable reporting line would be
There was some feedback of the position only
feasible.
having two direct reports, and whether this
needed to be a management position.
The position does have direct responsibilities and is not only a
‘people leader’ role, therefore a smaller number of directly
reporting kaimahi is still appropriate.
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Cyber Security Engineer
We have made changes to the Cyber Security Engineer
Penetration Testing has been updated to ‘Vulnerability
Feedback was provided suggesting the
position description based on this feedback.
Assessment’ to align with SFIA skill language, and
following changes/updates and addition to this
responsibilities updated to recognise working with
position:
The management of the SOC provider is the responsibility of
scanning tools.
• Add "Penetration Testing" and consider
the Manager Information & Security. While the Cyber Security
this positions role in vulnerability
Engineer is likely to be involved in the SOC vendor selection,
processes.
Knowledge of information management legislation has
selection or assessment is not expected to be a regular duty of been added to this position. Further changes have been
• Add application security responsibilities
this role.
made to the Infrastructure Engineer position based on
• Include SOC vendor
selection/management
this feedback.
•
Add working with vulnerability scanning
tools.
• Vulnerability management could better
describe this than just penetration
testing.
Feedback raised that Information Management
technical skillsets are not adequately reflected
in either the Cyber Security Engineer or
Infrastructure Engineer positions, and there is
value in having a position that reflects these
responsibilities.
Records Administrator (Fixed Term)
We have made changes to the Records Administrator position
We have changed the title to Records Officer, as it is a
Feedback was provided suggesting the
description based on this feedback.
more appropriate market definition of the role with the
following changes/updates and addition to this
updated responsibilities.
position:
We do not agree this position should be permanent as the
• Change title to "Records Officer"
purpose of this role is to address the Commission’s capacity
Expected skills and knowledge has been added to the
• Make this a permanent, part-time role
for Information Management while it improves maturity. It is
position for records disposal, Public Records Act
• Add the following technical
unclear if this role will still be required in the future, therefore
accountabilities;
Fixed Term is a more appropriate treatment.
knowledge and SharePoint/Teams experience.
MS365/Teams/SharePoint expertise,
Records disposal experience, Public
Information Management architecture skills have not been
We have updated the responsibility to note the
Records Act knowledge, IM architecture
added to this position as these are a part of the Lead Architect supporting of training delivery.
skills,
responsibilities.
• Remove training responsibilities
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• Add responsibility for providing IM advice
The purpose of the position has been updated and
and implementation of business
classification has been added to the Information
classification structures/access
Management responsibilities.
permission models
Manager, Applications
Strategic accountabilities need to be held alongside delivery
Updates were made to clarify the budget responsibilities
It was suggested that strategic direction should accountabilities to ensure appropriate balance between risk,
of this role based on the feedback on the Manager, IT
sit with the Lead Architect rather than this
operations and performance. It is not a secondary
Infrastructure position.
position to focus on delivery.
consideration.
The Lead Architect does not hold accountability for strategy.
Governance functions are the appropriate means to address
potential conflicts.
We agree that architects will perform a significant role in
development of roadmaps, which therefore supports the
reporting lines of an architecture role to the Applications
Manager.
Test & Release Manager
We have made changes to the Test & Release Manager
We have updated the purpose and relationships of the
Varied feedback was received on the Test &
position description based on this feedback.
position to provide clarity on:
Release Manager role and the testing
• Team leadership
capability. There was mostly support that
Market engagement and advice, including independent
testing required improvement at the
• Testing responsibilities distribution
reports has highlighted the value of a Test Manager capability
Commission and appropriate resourcing is
within the Commission. A Test Lead is not appropriate as they
• Relationship with the System Analyst and Senior
required.
undertake test execution on large-scale change – and the
System Analyst roles
feedback broadly supports the responsibilities of the role while
Positive feedback recognised that
being concerned with the title.
independence of test & release functions would
bring a greater focus on quality outcomes, and Responsibilities for Release Management between roles can
that our focus should be on practice and
be addressed through ways of working. Reviews of the
method. Some feedback noted testing should
position descriptions have not shown significant cross-over in
be wholly separated from application
responsibility.
development.
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Feedback against noted that release
Testing responsibilities have been included in the Systems
management would significantly cross-over with Analyst positions, and feedback has not been received that
product owner/manager responsibilities of
these positions should not be involved in testing. As the
Senior Systems Analysts, that Test Leadership
Commission seeks to improve its maturity, additional short-
(focusing on practice/method) would be more
term resource may be required– and our approach would be
appropriate and that dedicated test analysts
to engage this from the market where necessary.
should be introduced, and that sufficient
testing is already undertaken by the team.
IT Project Management skills are significantly different to
release management.
There was also feedback that an IT Project
Manager could undertake release management The Test & Release Manager position includes responsibilities
activities.
for maturity and ways of working improvements.
It was noted that our applications have
Testing vendors are a part of our operating model with
different software delivery lifecycles (SDLC) and engagement as required. Clarity of engagement with suppliers
that a rigid structure for software releases was will be achieved through ways of working and processes.
not appropriate.
Test & Release Management needs to work closely within our
Applications Team, and there is not sufficient capacity within
the IT Team to have a separate team dedicated to testing.
Having specific resourcing focusing on release management
activities does not infer a rigid structure for the SDLC of
specific applications. The Commission’s approaches for
testing & release of software needs to better align with overall
readiness for electoral events and quality assurance activities.
Solutions Architect
We have made changes to the Solution Architect position
The purpose of the Solutions and Infrastructure & Cloud
Feedback was provided suggesting the
description based on this feedback.
positions have been updated to reflect importance of
following changes/updates and addition to this
collaboration to maintain architectural integrity.
position:
Architects have both a strategic role and oversight of
implementation activity. Close relationships between
Responsibilities have been updated to included solution
• Change the reporting line to Lead
architects and practitioners are necessary to ensure
option development and contribution to other
Architect
architectural integrity of our systems.
strategies.
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• Solution architecture should have a wider Stakeholder management responsibilities are not a core
Solution architecture responsibilities have been updated
focus including delivering future proof
responsibility of the role and enterprise vision is the
to include technology.
enterprise solutions across multiple
responsibility of the CIO.
applications and technologies,
considering a lot more than just the
Responsibilities for Technical Plans have been updated
Wider solution architecture focus is provided by the Lead
technology or a single application.
for this role to oversee planning, recognising that Senior
Architect role.
System Analysts would be engaged in preparing plans.
• The responsibility for preparing technical
plans has cross-over with a Systems
Analyst position.
Software Design responsibilities for this role are at a senior
Requirements Management responsibilities have been
level which involve evaluation of software designs, creation of
•
updated to reflect responsibilities for non-functional
Software design should be removed from policies and impact analysis. More specific software design
the position description
requirements.
activity may be required for significantly complex solutions.
• Requirements definition for architects
should be focused on non-functional
requirements.
• Architects should not be involved in
methods or tools, techniques for
requirement definition management
• Retitle this role to
Technical/System/Application Architect
• Create a separate Solution Architect role
with proper enterprise-wide scope
• Clarify the strategic advisory role vs
implementation responsibilities
• Define the collaborative responsibilities
between the architects.
The following strategic components should be
included within the position:
• Enterprise architecture alignment
• Strategy and enterprise vision
contribution
• Solution options development (including
risks, costs, market analysis)
• Stakeholder management
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The following leadership responsibilities should
be included:
• Leading solution delivery to successful
outcomes
• Project management
• Managing tension between delivery
timelines and technical sustainability
Senior Systems Analyst
We have made changes to the Senior System Analyst position
Responsibilities for electoral event tasks have been
A significant amount of feedback was received description based on this feedback.
included in the position purpose.
on these positions, particularly regarding the
lack of alignment with current responsibilities
While the internal teams list and external partner list has been We have removed product management from the
related to execution of electoral events and
updated, we have not listed individual teams within a group as position purpose and updated the product ownership
administrative tasks.
this does not align with best practice.
responsibilities to provide clarity with other roles, such
The required experience for this role is described as
as the Manager, Applications.
There was also feedback that these roles
‘Extensive’ in some places, reflecting the 3-5 years requested
require more technical skills than are currently in the feedback.
The internal teams list and external partner list for the
described, both in the development of low-code
position have been updated.
applications and in the
modification/management of electoral
We have added coaching experience but not mentoring, as
mentoring is a separate skillset and not typically performed by
systems. Feedback highlighted a more in-depth a team member.
Security & resilience focus has been added to software
working relationship with technology systems –
design.
particularly those that have been created
outside of core assets.
The responsibilities of the position of Senior Systems Analyst
Data management responsibilities have been included.
does not encompass architecture responsibilities, and
therefore we do not agree with the proposed title changes.
Technical skills related to data extracts was
Skills have been added to the Key technical skills.
also highlighted, although not across all
systems.
Coaching experience has been included.
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Systems Analyst
We have made changes to the System Analyst position
We have updated the responsibility of Acceptance
A significant amount of feedback was received description based on this feedback.
Testing to Software Testing.
on these positions, particularly regarding the
lack of alignment with current responsibilities
related to execution of electoral events and
administrative tasks.
We agree that UAT execution is not the responsibility of this
The internal teams list and external partner list has been
There was also feedback that these roles
role. The responsibility has been updated to ‘Software
updated based on the feedback regarding the Senior
require more technical skills than are currently Testing’; however, the role will remain responsible for
System Analyst position.
contributing to the design and execution of UAT.
described, both in the development of low-code
applications and in the
Responsibilities for electoral event tasks have been
modification/management of electoral
Low-code software development responsibilities are included
included in the position purpose.
systems. Feedback highlighted a more in-depth in the ‘software configuration’ responsibilities. Software
working relationship with technology systems – development is conducted by the Commission’s vendors.
particularly those that have been created
outside of core assets.
It was noted that the position should not be
responsible for user acceptance testing.
Feedback stated that these roles should
include software development to recognise
several applications that have been built in-
house by the applications team.
It was recommended to change the Senior
System Analyst to a new Application/System
Architects role and change the System Analysts
role to a Senior System Analysts as this more
reflected the current state.
Feedback noted that the key relationships,
internal teams list and external partners
list should be updated.
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Manager, IT Infrastructure
We have made changes to the Manager, IT Infrastructure
Change of title to Manager, IT Infrastructure &
Feedback was provided suggesting the
position description based on this feedback.
Operations to reflect the operational responsibilities of
following changes/updates and addition to this
the role.
position:
Responsibilities for the fiscal responsibility, IT service
•
Technology Services (also known as Information Technology
Title change to Manager, Technology
Services) is not an appropriate title as Information Technology
Services
management, team effectiveness and relationship
Services typically encompasses broader responsibilities of
management accountabilities have been updated.
• To acknowledge and emphasise the fiscal software development & delivery.
responsibility, IT service management,
team effectiveness and relationship
Suggested changes regarding continuous improvement
management accountabilities.
The changes to relationships suggested are relevant to the
have been included.
role, but not key to achieving the positions
• Changes to the key relationships
responsibilities. Therefore, they have not been included.
• Include operating budget and DFA level
The operating budget for this position has been
• Include responsibility for strategic
included.
execution
We have added budget details to the position but have not
•
added the Delegated Financial Authority (DFA) levels as these
Consider changes to the Technology
are described in the delegations document and not position
We have replaced the Strategic Planning responsibility
Service Management responsibility
descriptions.
with Product Management responsibility that reflects the
• Supplier management should
responsibility for both strategic definition and
acknowledge additional responsibilities
execution.
and complexity of our supplier
Supplier management is already included in the position
environment
description. Context regarding the number of suppliers is not
described in a position description and therefore has not been We have included oversight of product and service
• Consider changes to Stakeholder
updated.
evaluation as a part of the procurement
Relationship Management
responsibilities.
• Team effectiveness responsibility should
be included.
The changes recommended to the Stakeholder Relationship
•
Management responsibility were considered to be close to
We have updated the Key Competencies to included
Consider additional key competencies
repeating those in the ‘Leadership’ responsibility and have not customer service & experience.
• Consider additional experience &
been changed.
knowledge requirements
We have made changes to the Experience, Knowledge &
Team effectiveness responsibilities have not been included as Qualifications based on feedback provided.
these are described as part of the ‘Leadership’ responsibility.
Key competencies recommended such as integrity & trust are
expected from all positions as part of the Commission’s
values, and therefore are not specifically noted here.
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IT Operations Lead
We have made changes to the IT Operations Lead position
We have added knowledge management responsibilities
Feedback was received in support of
description based on this feedback.
to this role.
introducing the IT Operations Lead role,
recognising it will lead to more consistent
application and quality of our IT processes
It was recommended through feedback that the
role should also include responsibilities for:
• Knowledge base management
• Documentation maintenance
• Process standardisation
Infrastructure Architect
We have made changes to the Infrastructure Architect position We have changed the title of this role to Infrastructure &
There was limited feedback on the specifics of description based on this feedback.
Cloud Architect
the Infrastructure Architect position, with much
of the feedback focussed on the architecture
We agree that Cloud environments form a key part of the
practice.
The position description has been updated to recognise
Commission’s operations.
the important collaboration with Lead Architect and
There was feedback suggesting adding cloud to
Solution Architect based on feedback regarding all
the position title.
architecture roles.
Infrastructure Engineer
We have made changes to the Infrastructure Engineer position We have changed the title of this role to Infrastructure &
Feedback was provided suggesting the
description based on this feedback.
Cloud Engineer
following changes/updates and addition to this
position:
We agree that Cloud environments form a key part of the
Responsibilities have been added under IT Infrastructure
• Add cloud to title
Commission’s operations.
responsibilities and knowledge areas adjusted to
• Consider including Information
Management technical skillsets
recognise information management.
The introduction of the position was supported
directly in this feedback.
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Senior Technical Support Analyst
We have made changes to the Senior Technical Support
The title of this role has been changed to ‘Senior Systems
Feedback was received that there should be
Analyst position description based on this feedback.
Administrator’ to recognise the administration functions
two permanent Senior Technical Support
and reflect the common market definition for this role.
Analysts within the Infrastructure Team.
The title ‘Technical Specialist’ is too broad across the IT sector
and does not appropriately describe the role. The title of
This provided with clear rationale that covered:
The purpose of this role has been updated to include
Infrastructure Administrator is not common in the market. We
statement on build & deployment as well as operations.
• Balancing the team during electoral
recognise that the title of Senior Technical Support Analyst
events where temporary technical support does not represent the administrative duties expected of this
analysts are engaged.
role.
Technical skillsets have been updated to include
• The depth of responsibilities within the
Microsoft and ITIL certifications.
team
• Reduction to key knowledge risk in a
SOP have been included as part of responsibilities for
smaller team
operations.
Feedback was provided suggesting the
following changes/updates and addition to this
position:
• Change title: "Infrastructure
Administrator" or “Technical Specialist”
• Add emphasis on Engineering and
Development
• Appropriately reflect the level of technical
qualification needed to execute the job.
• Consider Standard Operating Procedures
(SOP) inclusion in infrastructure &
application position descriptions.
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Technical Support Analyst
We have made changes to the Technical Support Analyst
The title of this role has been changed to ‘Systems
Feedback was provided suggesting the
position description based on this feedback.
Administrator’ to recognise the administration functions
following changes/updates and addition to this
and reflect the common market definition for this role.
position:
The title of Infrastructure Administrator is not common in the
• Consider how SOP can be included in
market. We recognise that the title of Technical Support
position descriptions for Infrastructure &
We have updated the technical skillsets to include
Analyst does not represent the administrative duties expected
Applications
Microsoft and ITIL certifications.
of this role as provided in the feedback regarding the Senior
Technical Support Analyst.
• Accurately reflect the technical skills
This role would follow described SOP which is broadly covered
required for the role, specifying relevant
in the responsibilities regarding following established
certifications.
procedures. Therefore, SOP are not specifically referenced in
the position description.
Lead Architect
We have made changes to the Lead Architect position
We have updated the position description to recognise
Feedback was provided suggesting the
description based on this feedback.
that this will be a ‘Technology system capability’. This
following changes/updates and addition to this
will be created in collaboration with the Strategy &
position:
Governance Development team. It is expected this
•
would be led by the Chief Information Officer, which will
Need to define the ‘Systems capability
strategy’
be confirmed as the systems modernisation workstream
is established.
• Need to clarify how the ‘Enterprise
Architecture’ is achieved
We have clarified that the architecture should align to
the Commission’s strategic intent, not an enterprise
architecture.
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Confirmed new & changed positions
Position
Confirmed PD Link
Confirmed position band
Manager, Information and Security
Manager, Information & Security November 2024.pdf
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Manager, IT Infrastructure & Operations
Manager, IT Infrastructure & Operations November 2024.pdf
20
Manager, Applications
Manager, Applications November 2024.pdf
19
Lead Architect
Lead Architect November 2024.pdf
19
Cyber Security Engineer
Cyber Security Engineer November 2024.pdf
17
Senior Advisor Information Management
Senior Advisor Information Management November 2024.pdf
17
Records Officer (Fixed Term)
Records Officer November 2024.pdf
13
Infrastructure & Cloud Architect
Infrastructure & Cloud Architect November 2024.pdf
18
Infrastructure & Cloud Engineer
Infrastructure & Cloud Engineer November 2024.pdf
17
IT Operations Lead
IT Operations Lead November 2024.pdf
17
Senior Systems Administrator
Senior Systems Administrator November 2024.pdf
15
Systems Administrator
Systems Administrator November 2024.pdf
14
Solutions Architect
Solutions Architect November 2024.pdf
18
Test & Release Manager
Test and Release Manager November 2024.pdf
17
Senior Systems Analyst
Senior Systems Analyst November 2024.pdf
17
Systems Analyst
Systems Analyst November 2024.pdf
16
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Confirmed organisation chart
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Confirmed teams and overviews
Organisation design and position changes:
Based on the feedback and changes, the confirmed IT team will be made up of the following functional teams & key specialists:
The Applications Management Team oversees the design, development, integration, and delivery of software solutions that align with business objectives. This team is
responsible for the software development lifecycle, from planning and testing through to deployment and continuous improvement. They ensure that our applications
support the Commission’s strategic goals, enhance user experience, and maintain high standards of quality. The teams’ key accountabilities will include:
a. Strategic and operational application leadership
b. System integration and quality assurance
c. Application design, implementation and scalability
d. Test and release management
The Information and Security Team oversees the management, protection, and security of the organisation’s data and information assets. This team is responsible for
maintaining the integrity, confidentiality, and availability of information, ensuring it is securely stored, easily accessible, and resilient against potential threats. They
ensure that our information management and security practices align with the Commission’s strategic goals, uphold compliance standards, and support informed
decision-making. The team’s key accountabilities will include:
a. Strategic and operational leadership in information and security
b. Information and records management and compliance
c. Cybersecurity threat prevention and response
d. Data protection, resilience, and recovery strategies
The Infrastructure & Operations Team manages the design, implementation, and operation of IT infrastructure that ensures stable, secure, and scalable services. This
team is responsible for maintaining operational stability, managing IT assets, and driving continuous improvement in infrastructure management and automation.
They ensure our infrastructure aligns with the Commission’s strategic goals and supports business operations. They are also the main point of contact for support for
the Commission, ensuring processes for scalable IT support services are in place. The team’s key accountabilities will include:
a. Strategic planning and operational management of IT infrastructure
b. IT asset management and lifecycle optimisation
c. Incident management, service desk management, and problem resolution
d. Automation, scalability, and performance optimisation
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The IT Project Management: function remains unchanged and continues to ensure that expert project management advice and practices are applied across IT
projects.
The Architecture function will be split across teams to allow for specialisation from architects in their domain (applications or infrastructure) with the Lead Architect
maintaining and developing and implementing the overarching architecture and standards. The three architects alongside specialist inputs, such as cyber security and
information management, will form a community of practice to ensure the architecture aligns with enterprise architecture and enables good infrastructure and
applications design.
Other Confirmed Changes
Alongside the structure and position changes, the following shifts will be implemented:
• We will source a Security Operations Centre (SOC) function to provide 24x7 cybersecurity monitoring & response services.
• Distributing our architects into applications & infrastructure will provide more direct support to these teams, leading their respective domains and maintaining
key architectural plans and artefacts. The Lead Architect will work closely with these roles to maintain architectural standards and integrity.
• We will uplift our software testing capabilities through a focused improvement program, and engagement of specialised services as required from the market
such as performance testing alongside the introduction of our Test & Release Manager.
• We are prioritising information and records management, both within our Teams & SharePoint environment and to achieve our information management action
plan. Establishing a fixed term Records Officer recognises this workload, and our intent is to review whether this is required permanently as we mature.
• We will still engage additional temporary staff and services to support us through electoral events and our general election cycles, including technical support
and software testing.
• The SFIA framework is a comprehensive professional skills framework designed specifically for digital teams. We will use this framework to support our people
processes such as learning and development, including training, support and career development pathways.
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Confirmed selection process
The selection process will
• Offer a robust and transparent process for kaimahi who are confirmed as significantly impacted.
• Ensure high quality and consistent decision making on selection outcomes.
• Set our people and the Commission up for success considering each person’s suitability to succeed in the proposed new structure.
The confirmed process
1. Expression of Interest (EoI) will be open for a period of ten days following the decisions being released.
2. To express interest, kaimahi will be required to submit a written response to the following questions:
a. Why are you interested in expressing interest in this position?
b. Describe how your current skills and experience align with this position.
c. What support and development do you think you would need to excel in this position?
3. Expressions of interest will be reviewed by the CIO & a member of P&C. EoI’s will be assessed as Suitable, Needs more information or Unsuitable.
a. Suitable: The kaimahi meets the selection criteria or would meet the criteria with reasonable support and training.
b. Needs more information: Suitability unable to be confirmed without further information. An interview will be held to confirm suitability.
c. Unsuitable: The Kaimahi doesn’t meet the selection criteria, even with reasonable support and training.
4. If required, an interview will be scheduled. Interviews will only be required if:
a. There are more EoI’s for a position than roles available.
b. More information is required to determine the suitability of the kaimahi for appointment. What further information is required will be based on the EoI and
the position, but may include further clarification on skills and experience or discussing kaimahi preferences for multiple positions they have expressed
interest in.
5. Interviews will be conducted by the CIO, a member of the P&C team and an independent external SME.
6. Outcomes of the selection process will be communicated and include rationale for the outcomes to kaimahi following the completion of all interviews for the
position. We aim for this to be within two weeks of the EoI process closing. Any offers of redeployment into a new position or vacancy would be open for five
working days after these outcomes are shared.
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Assessment criteria
EoI’s and candidates will be considered against the following criteria:
• The qualifications and technical skills required of the position
• Experience and knowledge profile expected of the position
• The ability to deliver on the expected outcomes for each capability/accountability in the position description.
Note, you would be assessed as Suitable if, with reasonable training and time, you could meet the above criteria. Reasonable training could include a mix formal
training or on the job training.
The specific criteria can be found in the individual position descriptions.
Additional details
• You are eligible for this process only if your position is significantly impacted and your current role is confirmed Disestablished.
• While we encourage kaimahi to express interest in positions they are interested in, following the EoI process, we may offer positions to affected kaimahi not
suitable for the positions they EoI for or who choose not to EoI.
• All vacant positions in the confirmed IT structure will be available to significantly impacted kaimahi to express interest in whose role is significantly impacted.
• Kaimahi can express interest in as many positions as they like.
• Kaimahi would be welcome to request a review of decisions following this process. This review would be completed by the DCE Enterprise Services with the
support of the Manager P&C.
• Following finalised outcomes, all remaining vacancies will be recruited following the BAU process and policies.
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Support available
Change can be unsettling for everyone, especially if your position is affected. Talk to people, discuss what is happening, and get support that is right for you, whether
it is from your manager, work colleagues, whānau, friends or support person.
You are entitled to have a representative or support person (e.g. whānau member) for any meeting(s) during this process. If there are any cultural or individual
specific needs that we need to consider to best support you, please do let us know.
Employee Assistance Programme (EAP)
Our EAP programme is provided by Vitae who provides a free, confidential, and independent service for our employees.
Support from a Vitae professional can be about but not limited to, building resilience during times of change and uncertainty, frustrations, and confusion over your
career direction.
You can view counsellors available in your area on the Vitae website. To make an appointment, contact Vitae directly on 0508 664 981 or comp
lete the online
referral form. You can also find further informati
on on ECHO.
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Confirmed timelines & next steps
We are confirming the following timelines for the next steps in our process.
Dates
Key activity
29 November – 8 December
EoI’s open for submission
9 – 13 December
EoI selection process and interviews
16 December
EoI outcomes confirmed
More information related to the EOI, selection process and outcomes will follow for kaimahi that are directly impacted by this decision. Once this process is complete,
we will share further information regarding transition, timing and moving towards our new structure.
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