ELECTORAL COMMISSION
Consultation Document
Information Technology
October 2024
A note from Lucy Hickman, Deputy Chief Executive, Enterprise Services
Kia ora koutou,
The Information Technology (IT) team was mostly excluded from the proposal for change in November 2022 with the intention to assess the
function at a later stage. We have now completed this assessment and the result of this is this change proposal. ELT, with support from the CIO
and P&C, have reviewed the current state and expected future needs of the Commission and have proposed a design that aims to meet these
needs.
Our proposed design aims to establish an organisational design that will enable us to have a high performance, highly capable, modern IT team
that aligns to enabling the Commission to meet its strategic objectives now and into the future. It is my vision that this change will help us move
forward with greater capabilities within a sustainable and scalable IT function.
The proposed changes will have direct and indirect impacts on our current kaimahi in the IT the teams and people that IT support, I encourage
you to consider the proposed changes and provide feedback on the proposal. I also encourage you to ask questions throughout the consultation
period.
All feedback will be considered carefully before we make any final decisions.
Change is 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 and the P&C team are available to clarify and answer questions throughout the consultation period.
Ngā mihi,
Lucy
A note from Aaron Tasker, Chief Information Officer
Kia ora koutou,
The IT function of the Commission is critical in providing an effective and impartial electoral system that New Zealanders can trust. As the
Commission has grown and technology evolved, so too has the expectation that we not only continue to build our capabilities but prepare for the
future. With these changing needs, our IT team needs to adapt and grow to deliver on these expectations.
Our current team structures reflect our past, with roles and structures inherited and influenced from both the Ministry of Justice and NZ Post, as
a result our structure and positions no longer reflect the responsibilities for which many of our team perform. to address this past and achieve
our current and future expectations, change is required.
Any change to a function that can result in significant impacts is one I take seriously. I have worked closely with our leaders and supported by our
team in people & culture to design an IT team that meets these expectations, following best practices from the sector and to set us on a path to
a high performing and resilient team.
I welcome your feedback, thoughts and ideas on this design and how we can reach our aspirations and uplift our capability in IT delivery. I have
observed the passion and drive that our team has for our future and to think strategically. I look forward to the positive contribution this
feedback can add to our final decisions.
Our future is an exciting one, filled with opportunities for the Commission, our technology and for our team to develop and grow as individuals
and I look forward to walking this path with you.
Ngā Mihi Nui,
Aaron
Key considerations & intended outcomes
As you consider the details of this consultation document, note the following outcomes we hope to achieve through the proposed changes.
IT at the Electoral Commission
The IT team ensures that the Electoral Commission’s IT projects, infrastructure and systems meet current and future business and operational needs. They provide IT
advice on long-term strategy, resourcing, implementation, maintenance, architecture and operations that underpin the internal work at the Electoral Commission and
positions it well for electoral events.
Rationale for change
• 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 Information Technology 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.
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.
Our proposal
Organisation design and position changes:
We have proposed significant change to both the structure of the IT team and the positions. The 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 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
• The IT Project Management: function remains unchanged in this proposal 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.
In summary we are proposing to:
• Disestablish 8 positions, including removing current vacancies.
• Create 15 positions.
• Change the reporting line of 1 position.
Other proposed 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 administrator recognises this workload, and our intent is to review whether this is required permanently as we mature.
• Many roles have a stronger strategic focus to reflect the Commission’s intent to plan and work on changes that operate on a longer-term horizon, beyond the three-
yearly electoral cycle. This will enable us to deliver on strategic focus areas and sets up the foundations to support the future direction of the Commission.
• We will still engage additional temporary staff and services to support us through electoral events & our general election cycles, including technical support and
software testing.
• We’ve long recognised the importance of retaining critical knowledge of our systems and practices. These proposed changes provide both resilience in our knowledge
and delivery capacity and opportunities for planning more effectively together.
• The SFIA framework has been used in the development of the position design process. The SFIA framework is a comprehensive professional skills framework
designed specifically for digital teams. We will look to use this framework to support our people processes such as learning and development, including training
support and career development pathways.
Proposed Information Technology team structure
Position details – Existing positions
Position
Change/Impact
Summary of Proposed changes
Senior Manager, IT Services
Vacancy removed
This position is proposed to be disestablished.
IT Infrastructure Manager
Vacancy removed
This position is proposed to be disestablished.
Cyber Security Analyst
Disestablished
This position is proposed to be disestablished.
Senior Systems Administrator
Disestablished
This position is proposed to be disestablished.
Systems Administrator
Disestablished
This position is proposed to be disestablished.
Applications Manager
Vacancy removed
This position is proposed to be disestablished.
Senior Systems Analyst
Disestablished
This position is proposed to be disestablished.
Systems Analyst
Disestablished
This position is proposed to be disestablished.
Technical Specialist
Disestablished
This position is proposed to be disestablished.
Senior Systems Specialist
Disestablished
This position is proposed to be disestablished.
Solutions Architect
Disestablished
This position is proposed to be disestablished.
Project Manager
Vacancy removed
This position is proposed to be disestablished.
Position
Change/Impact
Summary of Proposed changes
PD Link
Senior Advisor Information
Minor change
Change of reporting line to the Manager, Information and Security.
Senior
Advisor
Information
Management
Management.pdf
Senior IT Project Manager
No Change
No change proposed.
-
Position details – New positions
Position
Change/Impact
Summary of Proposed changes
Indicative
PD Link
Banding
Manager, Information and
New position
New position established to lead Information and Security function
19
Manager,
Information
&
Security
and team, including the SOC function.
Security (ITSM).pdf
Cyber Security Engineer
New position
New position established.
17
Cyber Security Engineer.pdf
Records Administrator (Fixed
New position
New position established on a fixed term basis for an initial period of
13
Records Administrator.pdf
Term)
12 months.
Manager, Applications
New position
New position established to lead the Applications function and team.
19
Manager, Applications.pdf
Test & Release Manager
New position
New position established.
17
Test and Release Manager.pdf
Solutions Architect
New position
New position established.
18
Solutions Architect.pdf
Senior Systems Analyst
New position
New position established.
17
Senior Systems Analyst.pdf
Systems Analyst
New position
New position established.
16
Systems Analyst.pdf
Manager, IT Infrastructure
New Position
New position established to lead the infrastructure function and team.
19
Manager, IT Infrastructure.pdf
IT Operations Lead
New position
New position established.
17
IT Operations Lead.pdf
Infrastructure Architect
New position
New position established.
18
Infrastructure Architect.pdf
Infrastructure Engineer
New position
New position established.
17
Infrastructure Engineer.pdf
Senior Technical Support
New position
New position established.
15
Senior
Technical
Support
Analyst
Analyst.pdf
Technical Support Analyst
New position
New position established.
14
Technical Support Analyst.pdf
Lead Architect
New position
New position established to lead the Architecture function.
19
Lead Architect.pdf
People impacts
If you are impacted by this change, this will have been communicated with you in writing. Your individual letter will contain the details of the proposed impact on your current
role, and the outcome for you if the decisions remain in line with the proposal. Individual kaimahi impacts have been proposed based on your employment agreement, if
your current role is required in the proposed future structure, and if it is, to what extent it is changed through the proposal.
The definitions of the people impacts and the proposed outcomes that relate to this change are below:
Impact
Description
Proposed outcome
No Impact
No changes or modifications to your exiting position
No changes or impacts.
Minor Impact
Your current position is in the proposed design, but some changes have
Minor changes would be confirmed and a go-live date for the changes to come into effect
been proposed, this is usually one or a combination of:
will be communicated with you.
• Minor updates to the position description and
accountabilities and/or
• A change in reporting line or team.
Significant
Your current position is no longer required in the proposed design. This
Should this proposal proceed, where we have identified a suitable new position in the
Impact
role/position will be disestablished.
proposed structure we would make an offer to you into this position. If this offer is
accepted, you would no longer be impacted. Offers would remain open for five working
days after individual outcomes of the Expressions of Interest process outlined in the
‘Proposed selection process’ section of this document.
Significantly impacted kaimahi not offered a position, will be encouraged to express
interest for a new position. This process is outlined in the ‘Proposed selection process’
section of this document.
You would have preference over non impacted and external candidates for any new
positions as well as remaining vacancies in the IT team and the wider Commission.
If the above and all other options for redeployment are unsuccessful, kaimahi would be
made redundant and notice provided in line with employment agreements.
It is our intention to redeploy and find opportunities for as many kaimahi through this change as possible.
Proposed selection process
Guiding principles
The proposed selection process aims to
• 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.
This selection process forms part of the proposal and therefore feedback is welcome and encouraged through the consultation period.
The proposed 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, more information required 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 would 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.
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 will be 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 significant 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.
Timeline, feedback and support
Below is the high level timeline for this consultation.
Dates
Key activity
16/10/2024
Whole of IT team meeting for CIO to present changes and
answer any questions.
16/10/2024
Consultation opens
2:00pm
1/11/2024 5:00PM
Consultation closes
4/11/2024 – 12/11/2024
Analysis, theming and review of all feedback received.
Decisions recommended to ELT for approval.
~ 13/11/2024
Final decisions and outcomes announced.
~14/11/2024
Selection process commences for new positions, if
confirmed.
27/01/2024
Changes and new structure go-live, if confirmed.
What we are seeking feedback on
Your feedback is essential for our decision-making process and to ensure we set up teams in the best way possible, so please take the opportunity to share your
thoughts and ideas. You are welcome to submit feedback on any aspect of this proposal including:
• 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), including if you think this has been wrongly assessed.
• Providing alternative solutions to help us achieve our desired outcomes.
How to provide feedback and ask questions
We have the following options for providing feedback or asking questions
• Complete
the Feedback form.
• Speak with Aaron directly.
• Through P&C who is supporting us during our consultation process and will be collating feedback.
• Attend the IT team meeting on 16/10/2024.
• If you have any questions, including how this proposal affects you directly, you can em
ail [email address] where your email will be responded to as
quickly as possible,
Decisions on the proposed changes will not be made about the process or any outcomes until your feedback has been considered.
Support
Take the time to think about what the proposed changes might mean for you, and as you do so, please consider the support that is available to you.
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 the consultation 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 complete
the online
referral form. You can also find further informati
on on ECHO.
D SELECTION PROCESS
Information Technology current team structure
5
