GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Page 1 of 4
Programme Overview
RAG Status
Last
La M
st
o
M nth
nt
Th
T is
i M
s o
M nt
o h
nt
Ne
N xt
e M
xt
o
M nth
nt
Overall Commentary
Concerns - Māori Electoral Option brochure macron error
The overall status of the programme is AMBER. This is due to Quality and Assurance reporting In early April, the Senior Advisor, Māori identified that the word pāremata,
AMBER. The reason for this is there are a number of recommendations that need to be meaning Parliament, appeared without a macron in some instances in the
implemented from the IQA. In addition, the process and assurance project that is underway has Māori Electoral Option brochure that was included in the pack to Māori
not yet provided documentation to give comfort that our assurance processes are robust. It is electors. The word paremata (without a macron) has an alternative meaning. It
expected to take a couple of months for this area to return to GREEN. Delivery partners is also was agreed, with the Chief Māori Advisor, that given the context of the
Issues
reporting AMBER due to some vendor delays in installing technology in some of the HQs. This is brochure that this was unlikely to cause readers any confusion.
Risks
expected to return to GREEN next month and is not causing a significant impact.
All projects are currently reporting an over all status of GREEN.
The Communications team working with the Māori Advisory team, acted to
Budget
immediately update the file. At the time the teams were preparing updated
The focus in the upcoming month for the programme team will be on working with the business on versions of the brochure, in six regional dialects, for our community
recruitment tracking, reporting and what our plan B is should our recruitment not be on track.
Milestones
engagement teams and to be sent to stakeholders so the change was able to be
Additionally, there will be a focus on dashboards for key metrics.
applied to all subsequent publications.
Overall
Programme
Decisions Required
Status
The te reo Māori copy in the original brochure was translated and edited by our
Scope
Endorse the approach to the GE2023 BCP
external provider Straker. A number of steps in the process followed with the
Agree to the technical changes needed for recruitment BCP to proceed
copy reviewed and amended by the Senior Advisor, Māori and approved by the
Quality &
Note the collateral that is being proposed for te reo Māori translation for GE23
Chief Advisor, Māori. Further review and changes were made in the design and
Assurance
Agree the prioritisation the PMO has applied to the 23 recommendations from the IQA
layout stage undertaken by our agency FCB and RUN. Final approval of the
People
Partners
brochure and letter was given by the Acting Deputy Chief Executive, Mandy
Critical Path 1 March – 31 May 23
Bohte on 14 February.
Commentary
One of the challenges with production of this collateral was that the team were
This is the first time the critical path has been report on. Since it was
applying a brand new translation process involving different internal and
updated in the planning day with project managers, there have been a
external contributors under very tight production timelines. The process was
few items where dates have moved and an explanation is provided
not completely clear or well-defined which resulted in a number of versions
New recruitment processes
below.
produced to get to the final. Mitigations are now in place to ensure the delivery
approved
Broadcasting allocation
of a high quality translation and robust quality assurance.
18/5
decision published
Snaphire Go Live has moved from 26 April to 3 May. This is due to the
12/5
Adaptive (who is the middleware provider) not receiving all information
Community Engagement
from EC to enable them to compete their testing, and does not impact
implementation plans
Overseas Enquiries
on bulk recruitment. Training the field will still take place on 4 May along
complete
open
with the field going through the operations manual and checking the
19/5
3/4
processes with the aim to have these approved on 16 May. The overall
Today
project completion date has been moved from 18 May to 30 June. This is
to allow for enough time to complete project documentation.
1/04/23
1/05/23
Electorate headquarters we all due to be operational on 22 April
however this date has been moved out to 12 May due to resource
constraints by key providers. This will not impact on the deliverables
1/03/23
31/05/23
within the field.
Māori Electoral Option
goes live
The critical path for 1 June – 31 August is provided in Appendix A and 1
31/3
September – 30 November in Appendix B.
MFAT MoU in place
(for Overseas)
Electorate headquarters
20/3
operational
n completed
SnapHire Phase 2
12/5
n coming up
goes live
3/5
n key date
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Key Status
Status
Com m ents and expected actions
Indicators
Last
This
Next
M onth
M onth
M onth
There are currently five m edium program m e risks, five low risks and no critical risks. One new m edium risk has been identified over the last m onth and is included in Appendix C along w ith details of
Risks
the other four m edium risks.
Issues
There are currently no program m e issues to report.
W hen the FY23 budget was approved in June 2022 it was agreed that they would be set at $2m m ore than the available baseline f unding and this $2m deficit would be funded from reserves. W hen
the FY24 budget has been prepared and approved it has a FY23 foreca st of $8.7m surplus and an FY24 deficit of $11.3m w hich nets to a $2.5m deficit. W hen we prepared the FY23 budget and then
subsequently the FY24 budget we did not specifically approve a budget for EV1001 - General Election 2023 that would be spent across bo th FY23 and FY24. Therefore, the forecast for FY23 and the
Budget
budget for FY24 are on track w ith the $2m deficit to be funded from reserves and these budgets include the budget for GE2023.
M arch YTD expenditure is $14.509m w hich is an underspend of $7.490. This underspend is a com bination of perm anent savings, delayed expenditure that w ill hit FY23 and delayed expenditure that
w ill now be incurred and is budgeted for in FT24.
Scope
There are no current concerns regarding scope of the program m e .
There have been som e delays in com pleting the fitout of the HQs due to deliver partners. These include:
• NZ Data resource constraints including the Auckland team all getting Covid
• Delay in testing the printer configuration so that FujiFilm can create printer configuration documentation for their technicians
• Delay in Chorus getting fibre connection to 7 sites
Partners &
These delays are not causing any m aterial issues and the com pletion of HQ fitout is due on 12 M ay.
Procurem ent
The Enrolm ent Recruitm ent Procurement Plan w as approved by the DCE Operations on 3 April.
A Request for Service w as sent out to 5 Agencies, their responses w ere assessed, and the resulting recom m endation report was approved by the DCE Operations on 20 April.
PersolKelly has been selected and the associated RSO has been approved.
An engagem ent Kick off w ith PersolKelly w as held on 26 April and one is scheduled w ith their Co nsultants and our Hiring M anagers on 2 M ay.
W e are now w orking through the finer details around delivery.
People &
There have been a num ber of new starters across the Com m ission over the last m onth. Next week a Recruitm ent and Talent lead is starting at the Com m ission w ho w ill lead a deep dive into the
Recruitm ent
planned recruitm ent for GE2023 and w ill work w ith the business to determ ine a plan b should recruitm ent not be on track. They w ill also be responsible for developing a recruitm ent dashboard.
The recent IQA highlighted 23 recom m endations for im provem ent. They have been categorised into high, m edium and low priority. We w ill be reporting Am ber for this area until there are actions
Quality &
plans developed and traction against delivering against the recom m endations. Next m onth progress against actions w ill be reported in this dashboard.
Assurance
In addition, the Process and Assurance project w hich contributes to this area is progressing, but until som e of the processes and assurance w ithin these processes have been m apped, this w ill
continue to report as Am ber.
There have been som e m inor adjustm ents to critical path m ilestone dates w hich have not had an im pact on the overall program m e . The m ajority of projects have baselined their m ilestones and all
M ilestones
projects are on track for delivery of key m ilestones.
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Key Milestones
Milestone Commentary
Commentary
This report contains information on progress against key milestones only. For more information on
successes over the last month and the focus for next month please refer to Appendix D.
Late Milestones
The Centralised Processing Team office set up is 90% completed, and won’t be finished until the end of
June. The outstanding area is telephony for the dictation service and work is well underway to determine
the solution. The business has confirmed that delivery by the end of June is not going to impact them.
Electorate headquarters are 68% completed and due to be completed by 5 May. Delays are due to
resource constraints of key providers.
Milestones up next
The next four key milestones that are on the 4 week horizon include confirming the recruitment agency to
hire Processing Staff, the Special Vote Audit implementation plan, Phase 2 of Snaphire Go Live and the
Broadcasting allocation decision published. These are currently all on track to be delivered on time.
Completed Milestones
Nine key milestones were completed over the last month. They were predominately deliverables from the
ARTS project and the Legal and Policy workstream.
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
GE2023 budget as at 31 March 2023
Budget
Budget Commentary
Current
YTD
Full Year
% Full Year Spend
Account Description
Actual
Budget
Variance
Actual
Budget
Variance
Budget
Total Remuneration
263,518
338,948
75,430
1,766,470
2,948,516
1,182,045
4,746,614
37.2%
Total Superannuation
24,978
37,309
12,331
96,049
152,494
56,446
319,122
30.1%
Total Field
781,752
928,193
146,441
2,426,463
2,687,194
260,731
6,806,843
35.6%
Total Leave
110,900
34,245
(76,655)
79,672
151,038
71,366
304,241
26.2%
Total Health & Welfare
375
0
(375)
152
5,000
4,848
5,000
3.0%
Total Training & Development
10,521
1,802
(8,719)
27,738
10,406
(17,332)
53,931
51.4%
Total Other Personnel Costs
25,017
18,097
(6,921)
37,322
155,846
118,524
212,233
17.6%
Total Computer & Telecommunications
109,513
428,938
319,424
393,702
693,249
299,547
2,238,977
17.6%
Total Occupancy Costs
1,257,970
868,192
(389,778)
3,458,196
2,800,542
(657,654)
5,511,852
62.7%
Total Office Equipment
2,510,886
2,644,750
133,864
2,581,394
2,644,750
63,356
2,995,389
86.2%
Total Specialist Services
356,189
1,249,173
892,984
1,858,375
3,528,752
1,670,378
7,253,908
25.6%
Total Travel Expense
67,976
47,631
(20,345)
390,179
499,306
109,127
1,374,499
28.4%
Total Meeting & Entertainment
2,363
5,000
2,637
86,850
118,650
31,800
423,750
20.5%
Total Printing, Stationery & Postage
760,831
412,833
(347,998)
1,270,404
5,571,850
4,301,446
6,359,598
20.0%
Total Miscellaneous Expenses
22,963
21,297
(1,666)
35,972
31,030
(4,942)
99,920
36.0%
Total Operating Expenses
6,305,752
7,036,406
730,654
14,508,938
21,998,623
7,489,685
38,705,877
37.5%
Legal & Policy
PLACEHOLDER – COMMENTARY ON THE LEGAL & POLICY WORKSTREAM WILL BE START TO BE REPORTED ON FROM NEXT MONTH
Page 2 of 4
Trust & Security
Process & Assurance Project
Commentary
Commentary
The Security Working Group (SWG) has developed 8 new initiatives, divide into two tranches, to address key security vulnerabilities.
The project group have met 3 times to date and completed a register of current quality control
documentation aligned with the areas outlined for consideration. During this time, the need to
The Programme Board (11 April) agreed in principle to prioritise and resource the SWG’s first tranche of initiatives, subject to Board agreeing
differentiate between “Assurance” and “Quality Control” has arisen and so we are now turning our
the financial priority of this and whether we need to come to some trade-offs.
thoughts to what the EC has in place in relation to assurance. Quality control is well covered by the current
The first initiative in this tranche is to recruit 10 Regional Security and Resilience Advisors. These roles will provide security and resilience
documentation.
support and advice to EMs and RMs in the lead-up to GE2023, and also provide a response capacity to support Voting Place staff during the
election period. The regional Security and Resilience Advisor roles recommended in initiative 1 have been budgeted for, and work is underway
We have also agreed that a RACSI will provide clarity and assurance of responsibilities, and we will align
with P&C to develop JDs and recruit staff to start in the first week of July.
this with estimated timeframes for visibility on a page.
These roles have been socialised with Regional Managers and the feedback was very positive.
A Business Analyst has just been assigned, for that reason there has been some delay in formulating the
Further work is ongoing with Voting Services to incorporate the other 3 initiatives into existing processes.
approach to documentation to fulfil the brief. However, further discussion and feedback on the Plan on a
The SWG endorses the proposal to have a minimum of three people at every Voting Place, from a security perspective.
Page are required to ensure the work is focused on the right content and set expectations around when
There was a general Trust and Security update at the Board meeting on 12 April.
this work is expected to be completed. Another discussion using a proposed document format will be had
The next meeting of the SWG will focus on developing the second tranche of initiatives in order to present these to the Programme Board.
with the Business Analyst and the Programme Director initially.
These are unlikely to have significant budgetary or logistics implications.
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Page 1 of 4
Appendix A: Critical Path 1 June – 31 August 23
Regulated period begins
for election advertising
Enrol. and Comm. Engag. temp staff
14/7
IT infrastructure technology
CHRIS21
contracted
complete
election ready
30/6
UVP
31/7
31/7
election ready
eRoll
Recruitment Process Redesign
31/7
election ready
(ARTS) complete
31/7
30/6
TUPU
Comm. Engag.
election ready
Nominations Open
campaign starts
31/7
28/8
31/7
1/07/23
1/08/23
1/06/23
31/08/23
Reconciliation App
CE Contracted
EMS election ready
Election Ready
Organisations
1/6
30/6
start delivery
31/7
EU Mailout
EU Mailout
MIKE data extracted
overseas packs dispatched
19/6
(date tbc)
Bulk supplies delivery
18/7
Public info and education
complete
ad campaign goes live
11/8
Bulk recruitment
30/7
goes live
3/7
MIKE
EU Mailout
Processing Centres
election ready
distribution starts
fully operational
28/7
31/7
2/6
Voting place mobile phones delivered
28/7
n completed
n coming up
n key date
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Page 1 of 4
Appendix B: Critical Path 1 Sept – 31 Nov 23
Last day to get special votes to
Election Day
home returning officer
14/10
27/10
Last day to receive
Last day for return
Regulated period ends for
postal votes
Dissolution of Parliament
of special
election advertising
from overseas
Return of the Writ
8/9
Preliminary
declaration votes
13/10
24/10
9/11
results
18/10
14/10
Declaration of
list members
Nominations Day
8/11
15/9
Recount
Overseas and Dictation
Last day to receive
if needed
Voting starts
postal
8/11
27/9
votes from NZ
18/10
Official Count
Writ Day
results
10/9
1/09/23
3/11
30/11/23
1/10/23
1/11/23
Nominations Period
AV period
Post Election Period
28/8 - 15/9
2/10 - 13/10
15/10 - 1/11
ERSA
Rolls received
Release names
EasyVote packs
election
at HQs
of electorate
supplementary
ready
26/9
and list
run delivered
1/9
candidates
Rolls on display
6/10
16/9
to public
Results phone
Party List
29/9
solution
AVPs/VPs
Delivery of ballot
generated
complete
approved
papers
and printed
13/10
by CEO & election
Roll qualified
for AV complete
16/9
period ready
& Official Result Closure
Complete certificates
15/9
1/9
19/10
For election systems
(C&A)
EasyVote
Voting places map completed
29/9
packs main run
and upload to website
delivered
NOPT - Scrutiny complete
16/9
20/10
Overseas App
3/10
Delivery of ballot papers
n completed
election ready
DVP election ready
for ED complete
n coming up
25/9
6/10
n key date
25/9
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Appendix C: Key Risks
Treatment Action (Mitigations)
Assessment of CURRENT Risk
Last date
Risk Owner
Risk title
Risk description
Treatment action log
Risk
reviewed
What can be done to reduce the likelihood?
Likelihood Consequence
Rating
Al ELT
Reliance on
IF, we continue to be reliant on a
1.Identify and document key staff and key roles
Items 1-4 have been implemented
Likely
Significant
Medium
April 23
Managers
key staff
on a small number of key SME’s
2. BCP work has required that back-up plans are identified and documented including cover for critical tasks. Revisit this
Sept 22: A workshop wil be run with ELT on 12 October, focussing on
and workloads remain high THEN
document to ensure it is stil valid
implementing mitigations
if any of those people get sick,
3. Review the TOM work which has identified critical staff risk and has incorporated this into the organisational changes being
14 Oct 22: A first workshop was run with ELT which did a deep dive into
burnt out or leave the
implemented to determine if it is stil valid and if it has mitigated any risk
this risk. New mitigations were identified. Not everything was
organisation, this wil
4. Identifying back-ups for al key staff during the GE
completed, so another wil be run and this risk wil be updated as a
compromise our ability to deliver
5. Document al critical GE delivery processes showing clear ownership and back ups
result of the two workshops next month.
and creates critical points of
6. Staff retention and attraction policies and practices being implemented
11 Nov 22: this risk needs to be updated based on the ELT workshop.
failure
7.Recruitment, H&S, BCP, reprioritisation
This wil be done post Hamilton West by election
8.Review of GE 2023 critical path to identify critical points of failure and where we may need to have more documentation
17 April 23: The recent recruitment of mangers in the Operations Group
around process.
in particular have a focus on ensuring workload is spread across teams,
9. Identify ways to support critical staff if a crisis arises that they need to deal with
work is underway to document key processes and BCP plans are in the
10. Develop and rol out succession planning including understanding and planning for career pathways
process of being updated.
11.Identify substitutes and ensure they are wel informed to be able to step in
12.Capture knowledge to make it readily accessible for others
13.Run an ELT workshop to identify critical issues and develop a shared plan going forward.
DCE
SMEs leaving
IF people leave without providing 1. Managers set expectations with the team that they are to document key processes
Sept 22: This is a new programme risk and has been assigned to the risk
Very Likely
Minor
Medium
April 23
Enterprise
without
a substantive handover (either in
2. Managers to ensure that when someone resigns they prioritise writing a thorough handover document
owners only this month. Progress against treatments wil be reported
Services
sharing
person, via documentation or
3. Managers prioritise recruitment so there is a handover period
next month.
DCE
information
both), THEN we lose a significant
4. P&C prioritise recruitment for critical roles
14 Oct 22: progress has been made on treatment 3 & 4.
Operations
amount of knowledge that makes
20 Feb 23: The process and assurance work that is starting in March wil
the next person's role harder,
address much of this risk as key processes wil be documented
potential rework and potential
17 April 23: Work is progressing to document key processes and good
non delivery of items
progress has been made on recruiting for critical roles and other
positions.
CIO and
Catalyst
IF, the Catalyst team has
1. Have regular meetings with the Catalyst account manager
12 Nov 21: Weekly meetings Commenced
Feasible
Significant
Medium
April 23
Business
resource
resource contention due to
2.Hold them to account over delivery dates
19 Nov 21: Draft Statement of Work received
System
contention/re
il ness and other EC projects,
3. Have 2 EC staff on site
26 Nov 21: Final Statement of work expected
Owner
source
THEN this may delay delivery of
4. Ensure the Catalyst statement of work is realistic
30 June 22: A dashboard of work is prepared and wil be presented to
availability
GE projects
5. Create a dashboard that informs EC of al the work catalyst have on and when it is due
the EEV Steering Group for prioritisation
6. Make trade-off decisions if necessary, based off information in the dashboard
Sept 22: Significant work has gone into prioritising Catalyst work to
7. PMs to work with Catalyst to monitor delivery
ensure there is clear direction so that their resources are working on the
8. Ensure we are providing Catalyst with business requirements in a timely fashion
areas of greatest need. An additional resource has been secured for the
9. Ensure we are clear to Catalyst about our priorities
next two months to work on the MIKE system
14 Oct 22: Catalyst has been briefed on the work and work continues to
be prioritised with the business.
20 Feb 2023: Regular prioritisation meetings between Catalyst and EC
continue with focus on completion of Must have functionality for
GE2023
17 April 23: Dates have been set for election readiness for systems and
currently there are no concerns that these won't be met.
CIO
Cyber Attack
IF, A malicious cyber attack were
1.Structured improvement of controls (technology, human, supply chain management) to enable us to continually improve our
30 June 22: Treatment items 1-6 have been implemented
Feasible
Major
Medium
April 23
on Critical
to occur on critical systems,
ability to identify, prevent and respond to cyber security incidents.
Sept 22: Treatments 1-11 have been implemented
Systems
THEN, Security of information
2.Resourcing focused on cyber security issues.
20 Feb 23: work continues on Treatment 12 in conjunction with the
would be at risk and systems may 3.Draft enterprise-wide information systems strategic plan (ISSP) Phishing, training, SMT focus and leadership to inform staff.
ARTS project, to automate parts of the onboarding process. Enhanced
be down.
4.Cloudflare DDoS protection.
threat intel igence now implemented into device endpoints as part of
5.Developing playbooks for incident types
Treatment 13.
6.Funding in FY21/22 budget for control improvements including resources, software and process improvements.
7.Certifying and accrediting GE critical systems.
8.Links to NCSC and acting upon security bulletins.
9.Patching applications, infrastructure regularly and quickly.
10.Pentesting applications and infrastructure annual y.
11.Third party supply chain audits.
12.In the process of improving authentication/authorisation at the Commission to reduce ability for attackers to harvest
credentials.
13.Implementing extra monitoring software to improve our ability to detect and prevent incidents
14.Larger Cyber Security awareness campaigns
ELT
Staff
IF we are not able to retain staff
1. Gain approval for Retention strategy - underway
1/4 - Session held with ES team to identify risks and issues
Feasible
Significant
Medium
April 23
retention
THEN we wil be unable to
2. Implement a retention plan - to be actioned
7/4 Risks reviewed and added to register.
maintain resource levels for the
business incl ES. – Noted in
strategic risks
GE23 Programme Dashboard
Emily Redmond
Programme Director
From 23 March to 21 April
Appendix D Successes for reporting period by workstream
Focus Areas for next month by workstream
•
Enrolment and Community Engagement
Enrolment and Community Engagement
• Statement of Work (NZ Post) for Enrolment Update Mailout presented to the board and approved.
• Approval of EU Envelope and Insert Artwork
• Statement of Work (Candida) for Enrolment Update Envelopes signed by EC and Candida
• Delivery of Envelopes to NZ Post for Dress Rehearsal, sample envelopes to EC for review and approval
• Procurement Plan and Request for Service for Recruitment Agency to find 169 Enrolment Staff - approved.
• Enrolment Recruitment Agency - selection complete and contract in place.
• Review of Project Timeline reviewed with Enrolment and SEP Directors and confirmed for baselining.
• Complete the Statement of Work for Blue Star – Roll Print
• Processing Centre Floor Plans produced and handover to GETP complete.
• Contract and timeline secured for Processing Centres furniture.
• Walked the Directors through the Training Approach for Enrolment and Community Engagement.
• End to end process - Recruitment, Contracting, Onboarding, IT Persona tests - final
Enterprise Services
Enterprise Services
• Complete and circulate the updated GE2023 Recruitment Plan to including all roles.
•
•
All of Staff Wānanga completed.
Recruitment of RRM roles begins.
•
•
Democracy Matters induction programme relaunched.
Recruitment of Finance Business Partner for Voting Services and Finance
•
•
Control assessments for the Enterprise Services Bus are complete and we expect to complete all documentation for ESB on
Completing Windows 11 rollout at National Office
•
schedule and before go-live. In short, there are no significant cyber-security issues that would stop the ESB going live.
Planning and scheduling Security (Penetration) tests for key EC applications
• Pen testing has been completed for the Enterprise Services Bus. This identified two low and one informational defect which
• Planning and scheduling Performance (Load) tests for key EC applications
may be fixed before go-live depending on other priorities.
General Election Technology Project
• Completed fibre circuit installations at 43 out of 47 sites for Electorate Headquarters.
General Election Technology Project
• Approval by the Digital Governance Group for the scanner solution to be used at Enrolment Processing Centres.
• Completed fibre circuit installations at 43 out of 47 sites for Electorate Headquarters.
• Completed UAT of the Election night results solution.
• Approval by the Digital Governance Group for the scanner solution to be used at Enrolment Processing Centres.
ARTS Project
• Completed UAT of the Election night results solution.
• Complete the Recruitment Process Redesign Processes for Non-General Election and General Election recruitment and have these approved and signed off.
• Complete reporting requirements including exploring alternatives to SnapHire Business Objects reporting functionality.
ARTS Project
• Complete Careers Page requirements including the interactive map and FAQ page.
• Successful end to end testing of the SnapHire General Election configuration.
• Implement solution for the Overseas Recruitment process based on requirements captured.
• Ministry of Justice (MoJ) successful migration of their CleanSlate system into PRODUCTION.
• Provide go live support including change control process.
• Reporting requirements captured and with P&C for review.
• Finalise the Operations Manual Chapter 9.
• Careers Page interactive map build in progress with Pikselin.
• Assist with training preparations for 4 May 2023 of the Regional Advisors and Recruitment and Rostering Managers.
• Careers Page requirements captured and with Aotal for a cost estimate.
Communications & Education
• Confirmation third-party vendors (Catalyst, Aotal, Adaptiv and MoJ) are available to support our go live migration.
• Review, update and baseline those milestones and workstream schedules that have dependencies across the organisation and where the Public Information and Education
• Training approach agreed for Voting Services field staff.
campaign phases are not required to baseline.
• Operations Manual Chapter 9 expectations identified with Voting Services
• Progression of public information and education campaign approach.
• Delivery of asset artwork for ECE and VS, 21 April, and 5 May and, 1 May 2023, respectively.
Communications & Education
• Progression of C&E deliverables, i.e., base community engagement resources, Easy Vote assets
• Māori Electoral Option public information campaign successfully went live on 31 March 2023.
• Development of initial bulk recruitment ad campaign assets.
• Two Senior Communications and Education (C&E) Advisors and one C&E Advisor started in early April. They will support the
• Implementation of agreed MEO te reo Māori translations recommendations.
communications work programme for the General Election.
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• Confirmation and communication of robust assurance/ sign off process for GE2023 C&E deliverables.
Enrolment Update Mailout ROE2 letters have been drafted, approved, and provided to Enrolment and Community Engagement
Voting Services
for NZ Post to begin development on the letter production.
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Kids Voting is being promoted to schools to encourage them to register for this year’s programme.
Sending the introduction letter of Electorate Managers to all local authorities.
• Starting plans for our Services to the Disabled Community.
Voting Services
• Continuing the Equipment and Supplies, Voting Place and EasyVote project tasks.
• Volumes two and three of the Operations Manual were completed and sent to the printer. Slightly behind schedule, but no
• Uploading the Operations Manual chapters and master forms onto Tupu
follow-on impact.
• Continuing the training packages for the Logistics and Supply Manager (LSM) and Rostering and Recruiting Manager (RRM) roles
• Advertising for Logistics and Supply Managers was commenced on schedule.
• Finalising the establishment of the Centralised Processing Team and completing the associated testing
• Delivery of HQ Supplies was completed. There was a slight two-day delay in getting a deliver to the HQs impacted by
Centralised Enquiries Project
road closures.
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Confirm Zendesk support agreement.
The vote issuing filming was finished ahead of schedule.
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Tidy up groups and workflow in Zendesk.
Letter of introduction for schools sent and provided to Electorate Managers.
• Set up sandbox and make changes required to align with production.
Centralised Enquiries Project
• Start work on Service Model.
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Group redesign agreed.
Continue to refine the Change Management Plan, Benefits Plan and measures.
Document Outline
