NRS Authorization Workflow Governance Governance Design Validation Lab

Transcription

1 NRS Authorization Workflow Governance Governance Design Validation Lab November 3, 2017 For discussion only. NOT FOR DISTRIBUTION.

2 Welcome & Introductions Lightning round introductions Introduce yourself: Your name Your role and business area 1

3 Workshop Objectives Understand where we are and what we are designing. Confirm design of the Strategic & Operational governance, and Change process. Align on next steps. 2

4 Agenda Topic Description Duration Welcome and Introductions Introductions, agenda, and objectives for the day 5 min Project Overview and Progress Present overall project progress and key outcomes 5 min Guiding Principles Define key principles guiding the governance design 10 min Responsibility Delineation Determine who is responsible for what 20 min Strategic and Operational Governance Design Strategic Governance Determine the organizational and governance structures and interactions for each model of the design 20 min Committee Membership & Overview Determine representation on the strategic committee 20 min Committee Role Profiles Validate committee structure and key strategic roles 20 min Break Let s have a break! 15 min Operational Team Core Role Profiles Validate roles, responsibilities, and skills 20 min Workload & Team Transition Understand operational team size and transition path 20 min Change Process Process Flow & Prioritization Validate change process flow details & impact prioritization 20 min Wrap Up & Next Steps Align on next steps 5 min 3

5 Project Update & Deliverable Overview 4

6 Overview and Progress Strategic Governance Model An executive structure responsible for providing strategic direction and ensuring alignment with Sector and Ministries strategies and priorities. Key Components Cross-sector leadership (executive and functional) to govern ongoing issues and future changes Interaction with broader governance structures Linkage to Sector Operating Model Operational Team Model A working team structure responsible for dayto-day maintenance of the workflow and support for sector use of the workflow. Key Components Roles & responsibilities and skills & level of experience required Estimated team sizing and workload Interaction with key stakeholders and critical sector groups Linkage to Sector Operating Model Change Process A clear criteria and process for identifying, analyzing, reviewing, approving and/or implementing workflow changes in order to ensure alignment and workflow consistency. Key Components Process for identification, analysis, review, approval of changes Change impact evaluation and prioritization criteria Roles and responsibilities matrix (RACI) September October November Authorization Workflow Governance Model Design Draft Final Deliverable Key Stakeholder Interviews Stakeholder Engagement Stakeholder Survey Design Validation Lab (Today) Stakeholder Socialization Stakeholder Interviews Nelson, Victoria, Kiran, Martin, Doug, Dave, Kevin, Jamie, Todd, Eamon, Kenric, Richard, Mike L., Mike K., Dillon, and Cyndy 12 5 Survey Responses 1% participation rate between October 19 and 30, 2017 by Authorization Workflow Workshop Participants (46 in total) 5

7 Guiding Principles 6

8 The Governance Model is based on four guiding principles Cross-sector Engagement Engage representatives from across the sector as members of the governance model to strategically drive the function Clear Governance Assign clear accountability and responsibility at the appropriate levels for the enhancement and sustainment of the authorization workflow Transparency Promote transparency by proactively socializing and communicating changes to establish clarity behind decisions, increase adherence to standards and processes, and encourage desired behaviours Simplicity & Scalability Establish simple and scalable governance that can be applied to decisions ranging in scale from minor to major and that can handle all change requests for enhancement or sustainment of business needs 7

9 Strategic and Operational Responsibility Delineation 8

10 What are the core Strategic & Operational team accountabilities? Accountability Description Example AW Oversight Committee Approval of Major Changes Cross-Sector Change Prioritization Approval of Operational Budgets Approval of changes that have a major or critical cross sector impact Escalation to ADM Committee on Natural Resources or NR board / IM/IT Investment Board for approval where necessary Agree on change request priority, taking a cross sector perspective and recommendations from operational team (priority can be determined based on its impact and benefit) Escalate to ADM Committee on Natural resources if required Making decisions on resourcing (e.g. team additions) and other necessary operational costs (e.g. Sparx licensing) AW Operational Team Identification and Impact Analysis of Changes Approval of Minor / Moderate Changes & Escalation where necessary Implementation of Changes Conducting analysis of the cross-sector impact of each change from a people, process, technology, and policy perspective Impact analysis includes key sector benefits analysis of the change Provide change request prioritization recommendations to the AW Oversight Committee Approval of changes that have a minor or no cross sector impact Escalating change requests through the appropriate approval bodies as required depending on impact Act as point of contact for lines of business through the approval process Making configuration changes to business rules engine Update the business architecture models (e.g. Sparx EA repository) to reflect changes Supporting implementation teams with business / policy impact analysis & requirements Training Provide cross sector and line of business specific training for changes to the authorization workflow Communication Core Non-Core Provide cross sector and line of business specific communications for changes to the authorization workflow 9

11 Strategic and Operational Governance Design 10

12 The governance model design must consider two key components ORGANIZATIONAL STRUCTURES The organizational reporting structures within a Natural Resource Ministry GOVERNING BODIES The boards, committees, and councils that provide oversight, advice, and make key decisions for the Natural Resource Ministries Deputy Ministers Board Authorization Workflow Oversight Committee Cross-sector leadership (executive and functional) to govern ongoing issues and future changes to the workflow Strategic Assistant Deputy Ministers ADM Committees/Councils Executive Directors / Directors ED/D Committees/Councils Authorization Workflow Operational Team A working team structure responsible for day-to-day maintenance of the workflow and support for sector use of the workflow Operational Managers / Team Leads Working Groups (if applicable) We are focused on designing both the Oversight Committee and Operational Team across these two dimensions. The design will include defining the interactions between the organizational and governance structures and delineating responsibilities between the two. A number of key success factors are required for this design: Full adoption and implementation of the authorization workflow within cross ministry lines of business Executive buy-in from ministry ADM/DM s on the proposed authorization workflow governance model Deliberate selection of key committee members (versus volunteers) to ensure the right voices are at the table Consistent communication and incentives by the Oversight Committee and Operational Team to keep the sector workflow in the forefront 11

13 Authorization Workflow Governance Model Organizational Structures ORGANIZATIONAL STRUCTURES GOVERNING BODIES DM Level Deputy Minister (cross ministry representation) NRS DM Board ADM Level Assistant Deputy Minister (Service Delivery cross ministry representation) ADM Committee on Natural Resources ED/D Level Client & Business Services Executive Director Statusing Executive Director Authorization Workflow Director (Chair of the Oversight Committee) Authorization Workflow Oversight Committee Business Advisory Council (TBD Strategic Advisory Council) Statusing Oversight Committee Regulatory Advisory Council IM/IT Investment Board Data & Technical Advisory & Business Architecture Councils Manager Level Areas of Expertise Core Team Legend Authorization Workflow Operational Team Authorization Workflow Oversight Committee In Scope Design for Governance Project Out of Scope Design for Governance Project Organizational Relationship Functional Relationship Committee/Council Member Design Considerations 12

14 Authorization Workflow Governance Model Governing Bodies ORGANIZATIONAL STRUCTURES GOVERNING BODIES DM Level Deputy Minister (cross ministry representation) NRS DM Board ADM Level Assistant Deputy Minister (Service Delivery cross ministry representation) ADM Committee on Natural Resources ED/D Level Client & Business Services Executive Director Statusing Executive Director Authorization Workflow Director (Chair of the Oversight Committee) Authorization Workflow Oversight Committee Business Advisory Council (TBD Strategic Advisory Council) Statusing Oversight Committee Regulatory Advisory Council IM/IT Investment Board Data & Technical Advisory & Business Architecture Councils Manager Level Areas of Expertise Core Team Legend Authorization Workflow Operational Team Authorization Workflow Oversight Committee In Scope Design for Governance Project Out of Scope Design for Governance Project Organizational Relationship Functional Relationship Committee/Council Member Design Considerations 13

15 Authorization Workflow Governance Model Interaction Model ORGANIZATIONAL STRUCTURES GOVERNING BODIES DM Level Deputy Minister (cross ministry representation) NRS DM Board ADM Level ED/D Level Client & Business Services Executive Director Assistant Deputy Minister (Service Delivery cross ministry representation) Statusing Executive Director Authorization Workflow Director (Chair of the Oversight Committee) Design Consideration: Is the authorization workflow director at the right level to sit on the chair of the oversight committee? Authorization Workflow Oversight Committee Business Advisory Council (TBD Strategic Advisory Council) Statusing Oversight Committee ADM Committee on Natural Resources Regulatory Advisory Council IM/IT Investment Board Data & Technical Advisory & Business Architecture Councils Manager Level Areas of Expertise Core Team Legend Authorization Workflow Operational Team Authorization Workflow Oversight Committee In Scope Design for Governance Project Out of Scope Design for Governance Project Organizational Relationship Functional Relationship Committee/Council Member Design Considerations 14

16 Strategic Governance 15

17 Authorization Workflow Oversight Committee ORGANIZATIONAL STRUCTURES GOVERNING BODIES DM Level Deputy Minister (cross ministry representation) NRS DM Board ADM Level Assistant Deputy Minister (Service Delivery cross ministry representation) ADM Committee on Natural Resources ED/D Level Client & Business Services Executive Director Statusing Executive Director Authorization Workflow Director (Chair of the Oversight Committee) Authorization Workflow Oversight Committee Business Advisory Council (TBD Strategic Advisory Council) Statusing Oversight Committee Regulatory Advisory Council IM/IT Investment Board Data & Technical Advisory & Business Architecture Councils Manager Level Areas of Expertise Core Team Legend Authorization Workflow Operational Team Authorization Workflow Oversight Committee In Scope Design for Governance Project Out of Scope Design for Governance Project Organizational Relationship Functional Relationship Committee/Council Member Design Considerations 16

18 Authorization Workflow Oversight Committee Membership NRS DM Board Voting Members Lines of Business decision-makers accountable for vision, governance, & strategic direction, and review & approval of major changes to workflow. Each ministry / organization included here can have 1 or many representatives included on the Authorization Workflow Oversight Committee Committee Chair (AW Director) Ministry of Agriculture Ministry of Energy, Mines and Petroleum Resources Ministry of Environment and Climate Change Ministry of Forests, Lands, Natural Resource Operations and Rural Development Ministry of Indigenous Relations and Reconciliation Corporate Services for the Natural Resource Sector FrontCounter BC Non-Voting Members Lines of Business, Agencies or Associations engaged to review major changes to workflow, ensure alignment and allow for integration opportunities ADM Committee on Natural Resources Environmental Assessment Office (EAO) Oil & Gas Commission (OGC) Service BC Business Advisory Council (TBD Strategic Advisory Council) Consulted Bodies Agencies who could adopt the authorization workflow, may be affected by changes to the workflow, or are key stakeholders of the workflow Agricultural Land Commission BC Assessment British Columbia Wine Authority Certified Organic Associations Department of Fisheries and Oceans (DFO) External Process Stakeholders (e.g. Public) Greater Vancouver Water District Land Title & Survey Authority of BC IMIT Investment Board Provincial Health Authorities Resort Municipality of Whistler BC SPCA BC-Alcan Northern Dev. Fund Forest Stand Management Fund Sustainable Environment Fund Columbia Basin Trust Island Trust Authorization Workflow Oversight Committee Northern Dev. Initiative Trust North Island- Coast Dev. Initiative Trust Southern Interior Dev. Initiative Trust Consulted Bodies with Legislative Mandates Agencies or Associations who operate in BC with a legislative mandates typically focused on professional regulation that can influence the workflow. App. Science & Technologists & Technicians Association of BC Forest Professionals College of Applied Biology Engineers and Geoscientists Land Surveyors of BC 17

19 Oversight Committee Committee Profile PURPOSE Standing leadership meeting to: Set strategic direction and ensure alignment with Sector and Ministries strategies Review implementation updates of major changes Review analysis of changes and approve and/or escalate approval of changes Address escalated risks and issues, and follow-up if required Build awareness of workflow changes occurring across lines of business STRUCTURE AGENDA STANDING AGENDA Performance Review progress against strategic priorities Project Spotlight Review key projects and/or change initiatives Approvals Review analysis of major changes Approve major changes or escalate approval to broader governing structures Risks and Issues Address risks by establishing intervention strategies Address escalated issues requiring timely decisions A B C MEMBERSHIP Standing Members: Committee Chair Committee Secretary Voting Members ROTATING TOPICS Leadership Updates Review updates from Leadership representatives from across the sector that may impact the function Service Updates Review updates from other Services (e.g. Statusing, Client and Business Services) that may impact the function Future Opportunities Discuss continuous improvement for function Invited as Required: Non-Voting Members Consulted Bodies Client and Business Services Executive Director Statusing Executive Director RESPONSIBILITY RECORD KEEPING The Committee Secretary documents minutes, decisions and an action log Distributes initial agenda 5days in advance and forwards invitation to non-voting and consulted bodies (if impacted) Distributes final agenda 24hrs in advance and minutes within 24hrs of meeting FREQUENCY Quarterly / As Needed QUORUM Mandatory meeting Exercise the delegated authority by the ADM Committee on Natural Resources to do the following based on consensus: Ensure focus on and delivery against the strategic direction Ensure alignment Sector and Ministries strategies and priorities through cross-sector representation and relationships Approve moderate impact changes to the workflow and providing strategic recommendations on major workflow changes Address escalated risks and issues escalated by Operational Team by establishing controls and intervention strategies, respectively Where consensus cannot be reached or other approval bodies are required: Report to Business Advisory Council on: Decisions requiring additional cross-sector advisory input Report to ADM Committee on Natural Resources on: Approval for maintenance initiatives (operational budget) Report to IM/IT Investment Board on: Approval for major change initiatives (capital budget) 18

20 Oversight Committee Role Profiles RESPONSIBILITIES SKILLS/CAPABILITIES INTERACTIONS Chair Director of the Authorization Workflow Operational Team providing leadership and direction Accountable to the ADM Committee on Natural Resources for prioritizing change requests to the Authorization Workflow and making operational budgetary decisions Articulates and collaborates with key business areas, Business Advisory Council, and IM/IT on change requests that have a high cross sector impact which ultimately requires ADM Committee on Natural Resources buy-in and approval Provides strategic leadership to business areas looking to make changes to the authorization workflow, leveraging expertise of the core and supporting functions Monitors the performance and effectiveness of the Authorization Workflow Oversight Committee Monitors the effectiveness and workload of the Operational Team Sets agenda for and chairs meetings and establishes processes used in managing responsibilities Executive governance Strategic visioning and planning Program management experience Budgeting and financial planning People leadership experience Change management experience Strong cross ministry operational experience ADM Committee on Natural Resources IM/IT Investment Board Business Advisory Council (TBD Strategic Advisory Council) Business Architecture Council Technical Advisory Council Data Advisory Council Other Governing Structures (Statusing Oversight Committee) Authorization Workflow Committee members: Secretary Voting Members Non-Voting Members Consulted Bodies Authorization Workflow Operational Team Secretary To prepare agendas in consultation with the Committee Chair Drafts the agenda on behalf of the Chair; records decisions arising from the meetings Taking and distributing meeting minutes and actions with the group Manages all Authorization Workflow Committee communications Manages meeting time, date and location Previous experience in committee work and procedures Good communication and interpersonal skills including minute-taking Impartiality, fairness and the ability to respect confidences Detail oriented, personable, and able to work effectively with the Chair Effective time-keeping Authorization Workflow Committee members: Chair Voting Members Non-Voting Members Consulted Bodies Authorization Workflow Operational Team 19

21 Oversight Committee Role Profiles RESPONSIBILITIES SKILLS/CAPABILITIES INTERACTIONS Oversight Committee Voting Member Attend all oversight committee meetings and recommend committee agenda topics Review, vote on, and prioritize major changes to authorization workflow to ensure consistency across ministries Support necessary approvals of major changes through to the ADM Committee on Natural Resources Communicate major workflow changes to each respective organization Operational experience and ability to represent each respective business area priorities Executive governance & leadership Strategic visioning and planning Program management experience Budgeting and financial planning Change management experience Authorization Workflow Committee members: Chair Secretary Non-Voting Members Consulted Bodies Leadership and Staff within own Ministry, Line of Business, Agency or Association Oversight Committee Non-Voting Member Review prioritized major changes to workflow Ensure alignment of proposed major changes to the respective representing Line of Business, Agency or Association by providing input during review process Identify integration opportunities and socialize with the Authorization Workflow Oversight Committee Executive governance & leadership Strategic visioning and planning Program management experience Budgeting and financial planning Change management experience Authorization Workflow Committee members: Chair Secretary Voting Members Consulted Bodies Leadership and Staff within own Ministry, Line of Business, Agency or Association Oversight Committee Consulted Bodies Ensure alignment of proposed major changes to the respective representing Agency or Association by providing input during review process Identify integration opportunities and socialize with the Authorization Workflow Oversight Committee Operational agency/association experience to represent each organization Authorization Workflow Committee members: Chair Secretary Voting Members Non-Voting Members Leadership and Staff within own Agency or Association 20

22 Break 15 minutes 21

23 Operational Governance 22

24 Authorization Workflow Operational Team ORGANIZATIONAL STRUCTURES GOVERNING BODIES DM Level Deputy Minister (cross ministry representation) NRS DM Board ADM Level Assistant Deputy Minister (Service Delivery cross ministry representation) ADM Committee on Natural Resources ED/D Level Client & Business Services Executive Director Statusing Executive Director Authorization Workflow Director (Chair of the Oversight Committee) Authorization Workflow Oversight Committee Business Advisory Council (TBD Strategic Advisory Council) Statusing Oversight Committee Regulatory Advisory Council IM/IT Investment Board Data & Technical Advisory & Business Architecture Council Manager Level Areas of Expertise Core Team Legend Authorization Workflow Operational Team Authorization Workflow Oversight Committee In Scope Design for Governance Project Out of Scope Design for Governance Project Organizational Relationship Functional Relationship Committee/Council Member Design Considerations 23

25 Operational Team Structure Core Team The core team executes the defined Operational Team core responsibilities while leveraging supporting team members when supplemental skillsets and/or input are required. Business Analyst Policy Analyst Analyzes and evaluates authorization workflow process performance and change requests, providing recommendations for approval Provides expert advice to ensure fair, efficient, integrated and transparent land and resource management in BC Deputy Minister (cross ministry representation) Assistant Deputy Minister (Service Delivery cross ministry representation) Authorization Workflow Director (Chair of the Oversight Committee) Areas of Expertise Areas of Expertise The Operational Team will lean on areas of expertise from across the sector based on the capabilities needed for a particular activity. These experts would be brought together as a network-based team in combination with the core Operational Team. Change Management Communications Training Business Rules Analyst Provides leadership and expert analysis on cross ministry changes to policy and program areas as it relates to the Authorization Workflow Core Team Organizational Design Architecture 24

26 Operational Team Role Profiles RESPONSIBILITIES SKILLS/CAPABILITIES INTERACTIONS Business Analyst Analyzes and evaluates authorization workflow process performance and change requests, providing recommendations for approval Articulate business requirements using various methods (e.g. requirements workshops) including end user needs Conduct benefits analysis (cost, savings, technical reusability, scenario trade-offs, performance metric improvements) Stakeholder management between business areas, technology teams, etc. Project planning and management Knowledge in program evaluation and performance management theories, principles, models and related systems/technologies (incl. application development lifecycle) Experiential knowledge of project management methodologies and change management processes Executive level communication skills Sector Business Areas Sector Committees and Councils External process users External agency stakeholders (e.g. LTSA) Information Management Branch Natural Resource Transformation Secretariat Sector Areas of Expertise Policy Analyst Provides expert advice to ensure fair, efficient, integrated and transparent land and resource management in BC Analyze, integrate, recommend legislation, policy, programs and procedure changes Provide advise on emerging policy issues Support and liaise with external users (proponents), NR Ministries (policy teams), and public organizations (LTSA) Conduct benefits analysis (cost, savings, scenario trade-offs, performance metric improvements) In-depth knowledge of cross Ministry mandates, regulatory frameworks, program areas, and land and resource management policies Strong analytical, conceptual, impact/influence and planning, organizing and coordinating skills. Executive level communication skills Sector Business Area Policy Groups Sector Committees and Councils External process users External agency stakeholders (e.g. LTSA) Information Management Branch Natural Resource Transformation Secretariat Sector Areas of Expertise Business Rules Analyst Provides leadership and expert analysis on cross ministry changes to policy and program areas as it relates to the Authorization Workflow Identify, analyze, and define business rules that implement business policies Identify cross ministry conflicts and redundancy between business rules Liaise with external users, Ministries, IMB, and other key stakeholders Manage rule repository and standards Conduct benefits analysis to rule changes (cost, savings, scenario trade-offs, etc.) Understanding of provincial legislation and policy and whether it is driven by legislative requirements or bound by rules of natural law Understanding of sector authorizations business processes Experience in risk management related to the implementation of business rules Executive level communication skills Sector Business Areas & Policy Groups Sector Committees and Councils External process users External agency stakeholders (e.g. LTSA) Information Management Branch Natural Resource Transformation Secretariat Sector Areas of Expertise 25

27 Operational Team Role Profiles RESPONSIBILITIES SKILLS/CAPABILITIES INTERACTIONS 26

28 Workload & Team Transition Path Design Consideration: When do we need an operational sustainment team in place? What are the key dependencies? What is the workload and transition path for the Operational Team as business areas are onboarded to the workflow and their sustainment workload increases? Operational Team Sustainment Workload 3 FTE s 5 FTE s? FTE s Number of Business Areas Onboarded Business Analyst 1 2? Policy Analyst 1 2? Business Rules Analyst 1 1? 27

29 Change Process 28

30 It is critical to agree on the process to approve change requests and the framework to determine change impact levels Change Process Logical sequence of starting points, activities, decisions, and ending points to determine how changes are submitted, approved, and implemented Change Impact Framework A framework to determine the level of impact a change to the authorization workflow may have on the Natural Resource Ministries 29

31 Change Process A pre-defined form will be used for business areas to submit change requests, including their business requirements Design Consideration: Will this process support agile change methodologies? Business Area(s) / Sector Leadership Identify need for a change and submit Change Request Review results and determine if willing to proceed Submit approval documentation Med/High Impact Level Low Receive change rejection End Receive approval and proceed with implementation Operational Team Conduct cross sector impact analysis Provide results to business area(s) Approved? Yes No Work with implementation teams; implement business rules; etc. AW Oversight Committee The core team will pull in the necessary operational business teams and support roles (e.g. technical, policy) to complete analysis Can Approve? No Yes No Approved? Yes Prioritize change based on sector priorities NRS ADM / Board No Approved? Yes Executive approval and prioritization Change Request Approval Process 30

32 Change Impact Framework Design Consideration: Do these criteria accurately delineate impact levels? Authorization workflow change requests will have differing levels of sector impact depending on a number of criteria. We can use a simple model outlined below to determine impact levels and the respective approval bodies required for changes. Impact Level 1 Low/None 2 Moderate 3 Major 4 Critical Key Measures Process Technology People Level of impact to business processes Impacts to existing technologies in scope of the workflow Required skills, training, and organizational change No process impact No technology impacts No training or org. design required Slight process change necessary but isolated to few business areas Small impact to technology; limited to one business area Training for process & tech change required but minimal Process redesign necessary; may impact multiple business areas Significant technology change required; multiple systems impacted Some org. redesign required; training for multiple FTE s across LOB s Natural Resource Ministry wide impact to business processes Majority of technology portfolio require change Large organizational changes; large training program /4 /4 /4 Cost Financial commitments necessary to make a change Little / no additional funding required $50-$100K $100K-$500K >$500K /4 = Total /16 31

33 Change Impact Framework lets do an example! Authorization workflow change requests will have differing levels of sector impact depending on a number of criteria. We can use a simple model outlined below to determine impact levels and the respective approval bodies required for changes. Impact Level 1 Low/None 2 Moderate 3 Major 4 Critical Key Measures Process Technology People Level of impact to business processes Impacts to existing technologies in scope of the workflow Required skills, training, and organizational change Small impact to NRS Online Services & 2 business systems Stakeholder complexity low training for 3 resources required Process changes required in multiple program areas /4 2/4 2/4 Cost Financial commitments necessary to make a change ~$100K 2/4 = Total 9/1632

34 Change Impact Framework lets do an example! Authorization workflow change requests will have differing levels of sector impact depending on a number of criteria. We can use a simple model outlined below to determine impact levels and the respective approval bodies required for changes. Impact Level 1 Low/None 2 Moderate 3 Major 4 Critical Key Measures Process Technology People Cost Level of impact to business processes Impacts to existing technologies in scope of the workflow Required skills, training, and organizational change Financial commitments necessary to make a change Small impact to NRS Online Services & 2 business systems Stakeholder complexity low training for 3 resources required ~$100K Process changes required in multiple program areas Design Consideration: Where would you set the line for the required change approval bodies? Total Impact & Approval All impact criteria will be tallied to create an overall impact score which would require different levels of approval. AW Oversight Committee & Above Authorization Workflow Director? = 3/4 2/4 2/4 2/4 Total 9/1633

35 Wrap Up & Next Steps 34

36 Key Next Steps 1 Consolidate your feedback into the final draft designs for the Authorization Workflow Governance model 2 Complete draft final deliverable for review by November 14,