1. Partnership Framework
How it works
Ashley Mudford, Partnership Framework Secretariat
2 October
GCIO Brown Bag lunch, DIA
Doing all-of-government work? Use this template.

2. The ‘Turning 65’ customer experience
So… This is an example of a potential experience for a person turning 65 – government information about potential ‘retirement’, along with pointers to interesting information, and integrating community activity for things for which they’ve expressed an interest.

3. The ‘Joint Agency project’ experience
This picture shows the potential for using collaboration tools across multiple agencies working on a project – or process. You can see here multiple people from various agencies working together on a project – contact details, video conference, task assignment and due dates, joint editing of reports…

4. The BABII experience https://youtube/iRW5j0gZ-T4
Let’s show you a video about BABII…
So how do these things work behind the scenes?

5. What is the Partnership Framework?
Supports implementation of the Government’s ICT Strategy to achieve a radically transformed public service supported by a coherent information and technology ecosystem
Problem-solving - identifying and resolving big issues that cause difficulties for Chief Executives to collaboratively provide integrated customer services
Collaboration - 55 senior members from 21 public service agencies working together to implement the Strategy using a new operating model
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6. How does it work? ICT SLG roles Working group roles Strategy
Authorising
CE delivery
Working group roles
Clean up domain
Address ‘Big Rocks’
Work as part of the team
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7. What are the working group domains?
Service Innovation - Chief Operating Officers. Leading the transformation - ‘how agencies work together to federate delivery to provide integrated customer service’. Result 10 is core to their approach.
Information - Chief Operating Officers (with information understanding) plus some senior Subject Matter Experts. Establishing the environment where ‘information can be managed as an asset’.
Technology - Chief Information Officers. Providing leadership on ‘what is possible through the use of technology’.
Strategic Investment - Chief Finance Officers. Focussing on ‘sustainable investments’ and ‘benefits realisation’.
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8. What is different from previous attempts?
Consumer expectations
Ministerial expectations
Clear leadership
Financial environment
Increased awareness
Service delivery - pace of disruption
Groundswell of demand
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10. through federated services market
A target state of innovation
through federated services market
providers
users 
-How we will get there

11. 5 key barriers Inconsistent change approach Lack of system-wide
Prioritisation
Misunderstanding
of policy & legislation
Prioritisation – current make collective decisions about change direction, but actual change decisions in agency silo’s. The Service Innovation group is grappling with this issue now. What do you want to occur?
Misunderstanding of policy & legislation – Use privacy, internal policy & legislation as reasons not to change rather than testing if changes can be made. Some of the working groups have identified this as an issue – Investment & Information in particular
Misaligned costs/benefits framework – We currently value agency costs and benefits higher than system or user costs and benefits. How do you want to address this barrier?
Insufficient Trust across agencies to share data – We focus on capturing information from our users as we do not trust other agency’s data and processes. Trust is fundamental to making progress. How do we do this?
Inconsistent change approach – we scope, plan & monitor change differently inhibiting the management of cross agency change.
Misaligned costs/
benefits framework
Insufficient trust across
agencies to share data

12. How do we address these barriers?
5 key barriers
Inconsistent
change approach
How do we address these barriers?
Lack of System Wide
Prioritisation
Misunderstanding
of policy & legislation
Prioritisation – current make collective decisions about change direction, but actual change decisions in agency silo’s. The Service Innovation group is grappling with this issue now. What do you want to occur?
Misunderstanding of policy & legislation – Use privacy, internal policy & legislation as reasons not to change rather than testing if changes can be made. Some of the working groups have identified this as an issue – Investment & Information in particular
Misaligned costs/benefits framework – We currently value agency costs and benefits higher than system or user costs and benefits. How do you want to address this barrier?
Insufficient Trust across agencies to share data – We focus on capturing information from our users as we do not trust other agency’s data and processes. Trust is fundamental to making progress. How do we do this?
Inconsistent change approach – we scope, plan & monitor change differently inhibiting the management of cross agency change.
Misaligned costs/
benefits framework
Insufficient trust across
agencies to share data

13. Chief Executives have secured Ministerial support
Projects have buy-in at all levels
A clear, agreed problem statement
Agencies’ commitment to the vision is tangible
Ongoing cross-agency relationship management
5 key success factors
Chief Executives have secured Ministerial support – projects that are an priority for the lead agency CE are more successful. Strong CE leadership is required to secure and maintain buy-in from peer CE’s and to secure tangible support from Ministers. How do we accomplish this?
Projects have Buy-In at all levels – to support the CE’s, the project must also be championed at GM & DCE levels. Unless there is a clearly defined sponsor at each level a project is not likely to gain the traction it requires to be successful. What do we need to do differently to encourage this?
A clear, agreed problem statement – projects with a clearly articulated need for change are more likely to get buy-in from stakeholders. How do we go about accomplishing this?
Agencies commitment to the vision is tangible – A project with an agreed vision and outcomes is only likely to succeed when it is supported by committed funding and resources from all key parties. What do we need to do differently to encourage this?
Ongoing cross-agency relationship management – Relationships with senior stakeholder across all agencies must be actively managed if the project is to succeed. A dedicated relationship manager is required. How do we go about doing this?

14. How do we promote these success factors?
Chief Executives have secured Ministerial support
Projects have Buy-in at all levels
A clear, agreed problem statement
Agencies commitment to the vision is tangible
Ongoing cross-agency relationship management
5 key success factors
How do we promote these success factors?
Chief Executives have secured Ministerial support – projects that are an priority for the lead agency CE are more successful. Strong CE leadership is required to secure and maintain buy-in from peer CE’s and to secure tangible support from Ministers. How do we accomplish this?
Projects have Buy-In at all levels – to support the CE’s, the project must also be championed at GM & DCE levels. Unless there is a clearly defined sponsor at each level a project is not likely to gain the traction it requires to be successful. What do we need to do differently to encourage this?
A clear, agreed problem statement – projects with a clearly articulated need for change are more likely to get buy-in from stakeholders. How do we go about accomplishing this?
Agencies commitment to the vision is tangible – A project with an agreed vision and outcomes is only likely to succeed when it is supported by committed funding and resources from all key parties. What do we need to do differently to encourage this?
Ongoing cross-agency relationship management – Relationships with senior stakeholder across all agencies must be actively managed if the project is to succeed. A dedicated relationship manager is required. How do we go about doing this?

15. What do we have to do to get these joined up?
Hamperings…
What do we have to do to get these joined up?
Incentives
Capability
Tools & Techniques
Joint Leadership
Joint Leadership – NZ approach is rather different to other country’s approaches. One CE has been given mandate to lead, and works through and with peers to actually implement change. This is on the agenda for Brackenridge in March, but that is some time away and we need to do stuff now…
Capability– Limited number of people who can work in a cross-system way. The Technology Group is setting up ‘leaders/centres of expertise’ as the subject matter experts. Can we use this model elsewhere?
Incentives – The incentives for agencies to focus on their core accountabilities are hard-wired & much stronger than soft-wired incentives of cross system change & collaborative outcomes. How do we address this?
Tools & Techniques – methodologies such as agile and PRINCE2 do not necessarily translate directly to the public sector context. Each agency has evolved its own ways of affecting change which inhibits collaboration. How do we address this?

16. What is happening? Strategy
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17. DRAFT Revised ICT Strategy
Enabling the public sector to exploit ICT-enabled opportunities
Opportunities
Focus areas
Outcomes
Digital services
Exploiting emerging technologies
Agencies and third parties agree how to deliver federated services
Service delivery channels are rationalised
Common service components are re-used by agencies
Federated services are piloted using ‘life events’
Customers experience seamless, integrated and trusted public services
Information
Information skills drive new insights and better decisions
Open data and sharing by default supported by privacy & security settings
Public trust and confidence permits sharing and re-use of information
Frameworks and infrastructure facilitate flows of information and re-use
Information-driven insights are reshaping services and policies, and adding public and private value
Unlocking the value of
information
Technology
Adoption of information and technology innovations is accelerated and value is being created
Common capabilities and shared services are adopted where possible
Agencies have easy access innovations from the ICT industry
IT units partner with their business units to drive innovation
Policies, standards, business models shared across the system
Leveraging agency transformations
Investment
Investment in innovative digital services is being prioritised and benefits are being realised
I&T investments are targeted at fewer initiatives with more impact
Maximise value from technology investments
Cost and benefits from investment in digital services are realised
Agency transformation initiatives deliver system benefits
Partnering with the private sector
Complex problems are being solved and innovative solutions are being adopted
Leadership
Public sector leaders re-balance agency & system priorities
Public sector leaders lead change to overcome system barriers
Build workforce capability that encourages innovation
Agencies look to industry and third-parties for sources of innovation
NOT GOVERNMENT POLICY
COMMERCIAL IN-CONFIDENCE
VERSION 2.2

18. Strategy Engagement Alignment
What is happening?
Strategy
Work programmes
Engagement
Alignment
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19. Work programmes Information Technology Strategic Investment
Service Innovation
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20. What else would you like to know?
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21. Thank you More info? ict.govt.nz (governance)
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