SFIA makes transformational change less taxing Case Study: Inland Revenue

SFIA plays a role in countering weapons of mass destruction Case Study: DTRA

Return on SFIA Investment Case Study

Finding untapped capability from within using SFIA Case Study: Central Sussex Partnership ICT (CenSus)

Case Study: Inland Revenue

With a mission to bring New Zealand’s tax administration into the modern world, Inland Revenue has embarked on a Business Transformation program, using elements of SFIA, ITIL, SIAM and COBIT.

The Challenge

Inland Revenue’s core objective of enabling Business Transformation involves their people, processes, policy and technology.

Streamlined processes, advanced tools and more intelligent use of data will provide Inland Revenue with a single view of the customer and their needs. To achieve this, they needed to have the skills to proactively support customers to get their tax right from the start rather than reacting when things go wrong.

A key challenge for the team was the need to understand the skills required to support not only the existing Heritage systems but also those skills required to support the transformation process as well as the new services platform. It was decided that SFIA (Skills Framework for the Information Age) was the framework they would need to ensure they had a consistent and structured set of skills to work from.

The Solution

Inland Revenue engaged BSMimpact to conduct a SFIA baseline assessment across the ICT organisation to understand what skills they had.

This included assessing and validating 300+ ICT staff and producing an organisation-wide report detailing the overall levels of responsibility, outlining skill gaps and providing observations and recommendations for improvement. Each ICT member was provided with an individual SFIA skills profile.

The information from the consolidated organisation report was used to inform strategies for Learning and Development, sourcing strategies and Organisational Design.
BSMimpact also worked with the leadership team to create SFIA based Position Descriptions (Job Expectations) and conducted a series of training courses to further develop internal SFIA expertise and assist People Managers in working with their teams in terms of learning and career development.

BSMimpact were further engaged to help define the “to be” Target Operating Model based on SIAM, and determine the new roles and skills required. The Target Operating Model and subsequent Organisational Design included elements of workload analysis, training needs analysis, transitional support and process modelling.

The frameworks, methods and tools used included SFIA, ITIL, SIAM and COBIT.

“BSMimpact did a great job with regards to the implementation of the SFIA framework within the ICT Department at NZ Inland Revenue. They quickly established relationships at the senior level and delivered a consistent and high quality product at all times. Their consultants have high expertise in SFIA and added significant value throughout our successful implementation in all aspects including assessments, job expectation development and evaluation, training and ongoing support. “

– Don Burns, Principal Advisor to the Chief Technology Officer, New Zealand Inland Revenue

 

Download the full case study (link below) to view further details of what worked well, lessons learned, and moving forward.


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DTRA Case Study

US-based DTRA – Defence Threat Reduction Agency has one main focus: to keep Weapons of Mass Destruction out of the hands of terrorists and other enemies by locking down, monitoring, and destroying weapons and weapons related materials.  DTRA J6, Information Operations, serves as the underlying information technology and knowledge services entity for all of DTRA.

As the IT practitioner’s role is increasingly moving from a strict “technology” orientation to a more collaborate “innovating together” orientation, it was felt that the Skills Framework for the Information Age (SFIA) was a good fit to help transition the department from being technology focused to that of collaborative innovation.

BSMimpact were asked to conduct an “Understanding SFIA” training course and following this, perform a SFIA self-assessment using BSMimpact’s online tool.

Matthew was a great instructor, experienced and insightful in his sharing of important SFIA-driven procedures and practices for world-class IT professionals.  And the SFIA concepts appear to be a great fit for what our DTRA J6 is trying to accomplish – transition us to the brave, new world of future IT concepts and practices”.

– Donald Minner, DTRA J6 Information Operations Lead, Quality-Analysis-Synchronization Team.

Click on the link below to read the full case study.


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Case Study: LPI

Developing staff skills to prepare for the Department’s transformation to a services organisation.

Land and Property Information (LPI) is a division of the Department of Finance, Service and Innovation.  They are the key provider of land information services in New South Wales, Australia, which includes spatial information, titling information and valuations.

Steven Woodhouse, the Chief Information Officer of the Department had created a strategy to turn the ICT department from a traditional environment into a services organisation.

“I wanted us to work as a service organisation within LPI” commented Steven.  To do this, he had to set up a vision of what the organisation would look like.  In order to see this ‘future state’, they needed to understand their current situation.  LPI turned to SFIA to understand what skills they had currently, and to determine what skills they needed in the future.

Download the full case study (link below) to view their SFIA Assessment findings and an outline of Phase 2 – Performance Management.

We needed to get a flatter, more streamlined structure that allowed for the movement of skills from one place to another, plus we needed to enhance some skills and not worry about others.  The performance management component was recognised as a logical next step, where our aim was to make people want to participate in performance management.  That’s why we tied our next phase of our SFIA journey in with performance management.


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Case Study: CenSus

Understanding individual skills of current staff at CenSus using SFIA provided invaluable data.

Central Sussex (CenSus) Partnership ICT provides ICT Infrastructural support services for the Horsham, Mid-Sussex District Councils and the Adur-Worthing Partnership. The organisation was formed in 2006 with Adur, Horsham and Mid-Sussex participating. Worthing subsequently joined in 2011. The CenSus ICT team also supports the CenSus Revenues and Benefits Service that provides benefit processing for Adur, Horsham and Mid-Sussex councils.

The CenSus ICT Team has three principal locations (Horsham, Haywards Heath & Worthing) and has been formed from the respective Council teams.

The intention and plan at CenSus was to form a single team capable of providing ICT support services for the participating organisations, both for Business As Usual (BAU) activities and for transformational and developmental projects. To do this, it was necessary to understand the skills and capability of each team member to ensure that the right people were in the right roles.

It was determined that the Skills Framework for the Information Age (SFIA) was a framework that could be used to identify ICT skills and understand if there were any skills gaps. BSMimpact were engaged to help CenSus implement SFIA. With the arrival of the new Interim Head Of CenSus ICT (himself SFIA accredited) it had been determined that a skills assessment for the 46 staff involved should be undertaken prior to any possible reorganization of the service. To make sure that the service was able to meet current and future demands in a rapidly changing environment, they needed to know what skills and capabilities were present within the team.  This included not only technical skills, but also professional and customer service skills.

An excellent service provided by a thoroughly professional organisation. BSMimpact’s Consultants were knowledgeable and had sufficient experience to be able to put the information gathered into a suitable context.” – Ian Henderson, Interim Head Of CenSus ICT

For the full Case Study, download the PDF below.


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