(or equivalent) in ten websites on the shared Organisational What changes to workforce capability Identification of workforce change, considering: platform. DIA actively responding to this capability and (capacity and competency) are Shift in workforce capacity due to services expectation. contributes to raising workforce envisaged to result from adoption of being sourced externally; enhancements for the platform common capabilities. Shift in ongoing competency requirements to evolve the value and (including preparation to transition to the potential of the capability for public cloud); and other websites and agencies to leverage. the impact on the organisational operating 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. Financial What funding have you allocated to the Annex 2 signals how common capabilities will be summary (incl. adoption or increased use of common funded from current baselines. Annexes 2 and capabilities? Annex 3 signals any investment intentions to 3) uptake common capabilities Align and Strategic This is about: intention to: integrate ICT direction are Fully integrating ICT planning integrate strategy and planning; and planning with with AoG (system), sector, result incorporate GEA-NZ into strategy and Shared business (cluster), and agency priorities, planning; and strategies and strategies and plans. contribute to development of common government Capability Aligning to common standards architectures and standards. priorities, and Investment and practices, in order to better fulfil leverage the collective interest objectives common across the sector (i.e. by using
(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.
2015-four-year-plan-guide.docx