ICT Strategic Leadership Group: Terms of Reference

Transcription

1 ICT Strategic Leadership Group: Terms of Reference April 2015 Purpose To support ICT Functional Leadership as a lever for system transformation, with particular focus on the direction of the GCIO s All of Government accountabilities, including AoG ICT Strategy, digital transformation (via Results 9 and 10) and the GCIO s information leadership accountabilities within the system. To provide governance and decision rights over the strategic direction and investment profile of RealMe. Role The role of the Leadership Group is to engage in strategic dialogue, to progress issues and opportunities regarding: Stewardship of the system through tackling persistent system issues such as funding, wall of obsolescence, new business models, customer-centric services. Collective impact through collectively advising on the management of the investment envelope and shaping the investment portfolio for maximum impact. Customer centricity through supporting agencies to work across boundaries to enhance technology-enabled service delivery. Management of information through collectively understanding the dependencies that exist in the information space, and supporting high impact data and information initiatives. Objectives As a collective group, the Strategic Leadership Group will be strategic advisors and decision makers with the following objectives: To drive system-level change To work together to unblock system-level constraints To be action-oriented and focused on ensuring that the right things get done To provide robust review and input into the ICT strategy and direction ensuring that it is well aligned with the system direction and will significantly contribute to system reform To seek connections and take a cross system portfolio view of investment and value Page 1 of 5

2 To be the point for strategic dialogue and debate on emergent trends and implications for Government ICT and the system as appropriate To provide clarity, direction, advice and points of escalation on complex decisions e.g. how is accountability practically managed in a co-created service (enabled by ICT) that includes the private sector To support the GCIO with the broader CE community, helping to make ICT-enabled change part of good business practice To provide sound advice to the GCIO on strategic investment, and trade-offs, backed by evidence and agency engagement To actively lead the change thinking and quality of practice required for realisation of the ICT enabled business benefits See Appendix 1 for notes on general outcomes to be included. Responsibilities The Group has general responsibilities for the following: To provide free and frank advice and insight to the GCIO in respect of matters pertinent to the strategic direction of ICT Functional Leadership Acting as champions for the AoG ICT strategic direction within their own agencies and more widely across the system To be advocates for system-level change, and providing collegial support to CE colleagues to lead change in the digital environment, having oversight of the move towards integrated digital services To act as the governance authority over the strategic direction and investment approach of RealMe. Operational management of the RealMe platform and business will remain a DIA line accountability To have oversight of the Common Capability programme, and help shape its direction Governance The Group is chaired by the GCIO, who retains line accountability over all aspects of the GCIO activity other than where specific governance authority has been agreed (e.g. RealMe investment) Meetings The Group will meet bi-monthly and will be appropriately synchronised with the supporting Groups. After six months the frequency will be reviewed and may move to quarterly. Membership and Secretariat Group membership comprises representatives nominated by the GCIO and endorsed by the Head of State Services, to provide a balance of perspectives. Page 2 of 5

3 Membership is initially set as described below but may change in line with particular circumstances. Chair: Colin MacDonald Members: David Smol, Ministry of Business, Innovation and Employment Liz MacPherson, Statistics New Zealand Peter Mersi, Land Information New Zealand Naomi Ferguson, Inland Revenue Brendan Boyle, Ministry of Social Development Scott Pickering, Accident Compensation Corporation Andrew Bridgman, Ministry of Justice Chia Chuah, Ministry of Health Peter Hughes, Ministry of Education Helene Quilter, Ministry of Defence Fiona Ross, Treasury Ian Fitzgerald, Independent In Attendance: Tim Occleshaw (chair of the Technology Group), Colin Lynch (chair of the Information Group), Paul Helm (chair of the ICT System Investment Group), Maria Robertson (Chair of the Digital Design Group and for RealMe investment), Anna McKenzie (Principal Advisor to CE, Department of Internal Affairs) Secretariat: Ashley Mudford, Department of Internal Affairs The Group may, from time to time, establish sub-groups to support specific topics or programmes that need more active support and/or leadership. Other CEs may be invited to join such groups. Relationship to other groups The Group will be supported by, and receive advice from, a number of supporting strategic advice Groups, operating in the information, technology, investment and service spaces. Those advice Groups have complementary and coherent terms of reference and modes of operation and are scheduled to integrate with the timing of the Group. The Strategic Advice Groups and the Strategic Leadership Group are supported by an appropriately resourced single secretariat. The diagram below shows a simple view of the relationships. Page 3 of 5

4 State Sector Reform Leadership Group (SSRLG): the SSRLG has oversight of the state sector reform agenda and will both inform and be informed by the activities of the ICT SLG. This will be achieved through the GCIO chairing the ICT SLG and being a member of the SSRLG. State Sector Reform Action Group (SSRAG): the SSRAG is an interested party in ICT Functional Leadership, and will be appropriately informed of the activities. This will be achieved by the GCTO chairing the Technology Group, being a standing member of the SSRAG and being in attendance at the ICT SLG meetings. Page 4 of 5

5 Appendix 1 During the ICT Strategic Leadership Group meeting held on 9 April 2015 extensive discussion was had around the general outcomes this group was seeking to achieve. The notes below capture this: 1. Focus at the system level 2. Drive system change 3. Reduce the clutter of activity, at least in the ICT space 4. Support the role of the GCIO 5. Provide an avenue for raising issues 6. Unblock system-wide constraints 7. Be practical 8. Get stuff done 9. Challenge the extent to which agencies maintain agency-centric view versus government franchise model 10. Ensure that activities are linked to business outcomes, and make the connections for that to occur 11. The System is currently a 1990s design. What should the way of the future be, and how should that be designed? 12. Be advocates for progress Page 5 of 5