Government strategy, investment prioritisation and policy evolution are drivers of change in the public sector, along with continuous change driven by customers and the environment.
The table below shows some of the ways in which strategy, investment and policy will influence other dimensions of the architecture.
Table 1: How strategy, investment and policy influence other dimensions
Dimension
Examples of how strategy, investment and policy influence other dimensions
Governance and performance
Strategy, investment and policy influence governance and performance by:
setting the rationale for measuring cost-to-serve
setting the strategic objectives that drive the governance models and performance frameworks
allowing benefits tracking on investments.
Standards
Strategy, investment and policy influence standards by:
identifying the standards which support government strategies and policies
prioritising which international standards need to be influenced by NZ.
Identity, privacy and security
Strategy, investment and policy set the expectations for identity, privacy and security.
Privacy settings are established by policy.
Digital identity, privacy and security are strategic investments that drive trust and efficiency.
A strategic approach to risk management is critical for determining an appropriate balance in these areas.
Business
Strategy, investment and policy influence business by:
setting the priorities and constraints for investment in services, channels, and processes
setting the objectives and roadmaps for business improvement and transformation
driving changes in business culture, for example, new ways of working, unified public service, and te ao Māori.
Data, information and analytics
Strategy, investment and policy:
set goals for data and information quality, governance and sharing
establish the statutory requirements for data capture and management
support the growth of data capabilities, support good practice and investment in data system evolution.
Application and software services
Strategy, investment and policy:
set strategic context for the evolution of the business application portfolio, including efficiency, resilience and agility through adoption of cloud services.
Infrastructure
Strategy, investment and policy influence our approach to technology infrastructre, for example:
infrastructure asset management
cloud-first policy
Technology-Enabled Shared Accommodation
Internet-of-Things investment.
Strategy, investment and policy resources
Below are examples of what you may find in your agency, and across government, that will help guide your enterprise architecture.
All-of-government resources
The Strategy for a Digital Public Service sets the direction to modernise and transform the public service, putting citizens and businesses at the centre of government services.
Investment management in the state sector is led by Treasury. The Government Chief Digital Officer (GCDO) as the functional lead for digital, and the Government Chief Data Steward (GCDS) as the functional lead for data, provide advice to Treasury and to agencies.
Legislation that applies to government agencies, information and services.
Cabinet directives and published policy from functional leads and central agencies, for example Public Service Commission, Department of Prime Minister and Cabinet, Treasury, government property and procurement (MBIE), GCDO, GCDS, GCISO.
Legislation – the Acts that are administered by your agency usually found on your agency's websites
Policy and governance – relevant agency policies and related governance structures including investment, risk and assurance, enterprise programme management (EPMO), and enterprise design authority
Risk and assurance – agencies are required to maintain an enterprise risk and assurance model and an associated hierarchy of risk registers.
