Services are Digital by Default Service delivery is actively designed by and for customer needs It may be useful to engage your Service Delivery and Operations Managers (or equivalent) in responding to this expectation. Strategic direction This is the citizen and business to government interactions. Describe your intentions over the next four years to partner with citizens and businesses to gain insights that inform the service design and delivery of government services and information. Clear intention to: engage with the customer to ensure their needs are being met (incl. examples); and assist customers, in line with Result 10's 'Assisted Digital' action (incl. examples). The Govt.nz citizen entry point was developed on an iterative basis and has involved user experience and testing throughout. This user input has driven the site's context and development. The Department of Internal Affairs have a commitment to leverage the Govt.nz service and will continue to seek out ways in which we can further tailor our offerings to the public’s need for easy access to government information and services online. The National Library continues to work with libraries across New Zealand to improve customer assistance to access online government services, in line with Result 10's Assisted Digital objectives. Strategic delivery What will / are you to co-design services with citizens and businesses? A high level description of key initiatives, including indicative timeframes, and partner agencies. capability and workforce What changes to workforce capability (capacity and competency) are needed to establish / grow service co-design capability. Identification of capability (including people capacity and competency, process, technology, and information) gaps, and how will be addressed. GCIO guidelines Discuss in these 4YP sections Considerations by section The GCIO is looking for… Exemplars
Information is Managed as an Asset Proactively release information, making it open by default (unless there is a valid reason to withhold it), ensuring it is easily discoverable, accessible and re-usable It may be useful to engage your Information Managers (or equivalent) in responding to this expectation. Strategic direction This is about releasing information to the public unless there is a valid reason to withhold it. Ideally information is published in machine readable formats. Describe your intentions over the next four to release public information assets for re-use. Clear intention to: release information assets to the public for commercial and social re-use; and commitment to the Declaration on Open and Transparent Government, and to the Open Government Partnership objectives. The Department of Internal Affairs' high value datasets are identified and released for non-government re-use, and are published on data.govt.nz. The department also shares customer research gained in the development of the Govt.nz website, through the New Zealand Government Web Toolkit (https://webtoolkit.govt.nz/) for wider consumption. Strategic delivery What will / are you doing to accelerate the release of information assets to the public for commercial and social re-use. A high level description of key initiatives, including indicative timeframes. Organisational capability and workforce What changes to workforce capability (capacity and competency) are needed to proactively release information, with the appropriate privacy and security considerations in place. Identification of capability (including people capacity and competency, process, technology, and information) gaps, and how these will be addressed. GCIO guidelines Discuss in 4YP sections Considerations by section The GCIO is looking for… Exemplars Investment and Capability are Shared Accelerate adoption of common (AoG) capabilities It may be useful to engage your Chief Information Officer Strategic direction This is agencies adopting common capabilities. Describe your intentions over the next four years to: adopt available common capabilities; and plan for uptake of future common capabilities. Clear intention to: uptake mandated common capabilities; and investigate non-mandated common capabilities.
(or equivalent) in responding to this expectation. ten websites on the shared platform. DIA actively contributes to raising enhancements for the platform to evolve the value and potential of the capability for other websites and agencies to leverage. Desktop as a Service (DaaS): In the department's preparation to migrate to a virtual desktop environment, DIA ensured that they were engaged in the DaaS project. Because of this early engagement and consideration of a future common capability, within six month's of the capability being confirmed, following contract negotiations and solution refinement, DIA was able to rollout DaaS across the department as early adopters of the solution. Organisational capability and workforce What changes to workforce capability (capacity and competency) are envisaged to result from adoption of common capabilities. Identification of workforce change, considering: Shift in workforce capacity due to services being sourced externally; Shift in ongoing competency requirements (including preparation to transition to the public cloud); and the impact on the organisational operating Financial summary (incl. Annexes 2 and 3) What funding have you allocated to the adoption or increased use of common capabilities? Annex 2 signals how common capabilities will be funded from current baselines. Annex 3 signals any investment intentions to uptake common capabilities Investment and Capability are Shared Align and integrate ICT planning with business strategies and government priorities, and leverage common Strategic direction This is about: Fully integrating ICT planning with AoG (system), sector, result (cluster), and agency priorities, strategies and plans. Aligning to common standards and practices, in order to better fulfil the collective interest objectives across the sector (i.e. by using intention to: integrate strategy and planning; incorporate GEA-NZ into strategy and planning; and contribute to development of common architectures and standards.
Leadership and Culture Deliver Change Partner with agencies to plan, deliver, and leverage shared capabilities It may be useful to engage your Executive Leadership teams, including Chief Information Officer (or equivalent) in responding to this expectation. Strategic direction This is about agency collaboration to build or leverage shared capabilities based on common business needs. Shared capabilities can be transactionally oriented or expertise oriented, for example; Centres of Expertise and Communities of Practice. Describe your intentions over the next four to partner with other agencies to build or leverage shared capabilities. 'Clear intention to: work with other agencies, including the GCIO, where an opportunity exists for a new shared capability; and share investment and capabilities with other agencies and across a sector or cluster. The transport sector has established a Security of Centre of Expertise based on common business needs. Initially drawing upon NZTA security specialist capability and standards, and supplemented by jointly-funded additional resource, the CoE has carried out work for Maritime New Zealand, avoiding duplication and overcoming the issue of scarce skills and the extent of engagement with external providers. Services have matured to as point where they will be offered to others in the sector, illustrating shared investment and capability, and demonstrating a response to a required shift in workforce capacity and capability. Strategic delivery What shared capabilities will / are you building or leveraging? 'A high level description of key cross-agency initiatives related to building and/or using shared capabilities, including indicative timeframes and partner agencies, in particular related to opportunities for initiatives to be further federated across government (eg, customer-facing initiatives aligned to R10). Organisational capability and workforce What changes to workforce capability (capacity and competency) are envisaged to result from greater agency collaboration and shared capabilities. 'Identification of workforce change, considering: the shift in workforce capacity due to greater collaboration and resource sharing; the in ongoing competency requirements; and the impact on the organisational operating model. GCIO guidelines Discuss in these 4YP sections Considerations by section The GCIO is looking for… Exemplars