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StateofArizonaDepartmentofRevenue

BusinessReengineering/IntegratedTaxSystem(BRITS)PhaseICompendiumofDeliverablesExecutiveSummaryJanuary15,20011StateofArizona1Section

Page1.ProjectBackground.................... 32.KeyAccomplishments.................. 43.Conclusions........................... 64.FutureDirections....................... 95.NextSteps............................ 142BusinessReengineering/IntegratedTaxSystem(BRITS)PhaseICompendiumofDeliverablesExecutiveSummaryTABLEOFCONTENTSSectionBRITSPhaseIProjectObjectivesReviewDORinformationtechnology,businessprocessesandorganizationstructureDevelopacustomer-focusedbusinessvisionincorporatingenablingtechnologies,streamlinedbusinessprocessesandredesignedorganizationalstructurePrepareadocumentthatwillbeusedinprocuringnewtechnologytosupportthebusinessvision31.PROJECTBACKGROUNDStep1Step1Step2Step2Step3Step3Step4Step4Step5Step5ProjectPlanningProjectPlanningConductInternalAssessmentConductInternalAssessmentConductExternalAssessmentConductExternalAssessmentConductBestPracticesStudyConductBestPracticesStudyDevelopBusinessVisionofFutureEnvironmentDevelopBusinessVisionofFutureEnvironmentStep6Step6Step7Step7Step8Step8Step9Step9ConductTechnologyTrendsReviewConductTechnologyTrendsReviewDevelopHigh-LevelRequirementsDevelopHigh-LevelRequirementsDevelopAcquisitionStrategyandProcurementDocumentDevelopAcquisitionStrategyandProcurementDocumentPrepareCostAnalysisReportPrepareCostAnalysisReportBRITSPhaseIProjectApproachBRITSPhaseIProjectObjectiv2.KEYACCOMPLISHMENTSConductedInternalAssessmentInterviewedDORmanagementandstaffDocumentedcurrenttechnologyenvironmentandkeyoperationalissuesConductedExternalAssessmentGatheredinformationfrom:Governor’sOffice,GITA,StateTreasurerPresidentoftheSenate,SpeakeroftheHouseJointLegislativeBudgetCommittee(JLBC)AuditorGeneral,DepartmentofAdministration(DOA)ArizonaTaxResearchAssociation(ATRA),ArizonaRepublicNewspaperDocumentedkeyissuesConductedBestPracticesStudyof:KansasMichiganMinnesotaSouthCarolinaUtahWisconsinMaricopaCountyTreasurerandStarCenterStateofArizonaBoardofEqualization4SummaryofKeyAccomplishments2.KEYACCOMPLISHMENTSConductSummaryofKeyAccomplishmentsDevelopedBusinessVisionConductedmultiple,facilitatedsessionswithDORleadershipProvidedTechnologyTrendsReviewResearchedandreviewedrelevanttechnologiesbothforDORleadershipandforGITADeterminedAcquisitionStrategyDecidedupongainsharingastheoptimumapproachforprocuringnewsystemsConductedChangeReadinessAssessmentSurveyedtotalof100DORstaffandmanagersfromallDivisionsConductedITStaffSkillsSurveyAssessedcurrentskilllevelsof98ITDivisionstaffCompletedOrganizationalStructureAssessmentRecommendedneworganizationalstructuretosupportbusinessvisionDevelopedRequestforProposals(RFP)Includedbusinessrequirements,technicalrequirementsandgainsharingapproachDevelopedCostAnalysisUsedcostinformationprovidedbyKansas,VirginiaandHawaiiDevelopedcompendiumofallprojectdeliverables5SummaryofKeyAccomplishmentsDORProcesses,Organization,TechnologyandSkillsDORProcessesCurrentbusinessprocessesarelargelyorganizedbyfunction(TaxTypes)Processesaredocument-centricratherthandata-centricDOROrganizationalStructureDORislargelyorganizedbyfunction(TaxTypes)CustomerfocusedservicesimplysystemintegrationSystemintegrationimpliesorganizationbybusinessprocessDORwillneedtoundergoanorganizationaltransformationDORTechnologyDORmissioncriticalsystemsaresiloedandaretechnologicallyobsoleteDORLANandDesktopsarecurrent(Y2k)andpositionedfornewmissioncriticalsystemsDORSkillsDORtechnicalskillsreflectcurrentsystemsManynewtechnicalskillswillberequiredfornewsystemsCriticalskillswillbe:ContractNegotiationContractManagementProjectManagement63.CONCLUSIONSDORProcesses,Organization,TBestPracticesTransformationApproachBestpracticeapproachtocustomer-centrictransformationDevelopnewvisionandrequirementsAcquirebusinesspartnerviagain-sharingImplementnewsystemsChangebusinessprocessestoaccommodatenewsystemsChangeorganizationalstructuretomatchnewbusinessprocessesManyStateTaxDepartmentsaremovingtowardcustomer-centric,process-oriented,integratedtaxsystemsandorganizationalstructuresAlreadyaccomplishedbyStateTaxDepartmentssimilarto,andsmallerthan,Arizonaintermsofrevenue7BestPracticesAgencyRevenueComparisonsBestPracticesTransformationArizonaDORisReadyforTransformationManagementandstaffhaveconsistentviewofprioritiesandwillingnesstomoveforwardStakeholdersandcustomerssupportDOR’snewdirectionNeedtomovefromdocument-centrictodata-centricthinkingandoperationsWellpositionedwithcurrenttechnologyenvironmentNetwork,desktop,newtechnologiesInsightastohowtoproceedfromthosewhohavebeenthere(SouthCarolina,Kansas,Virginia)Byrevenue,itisnowArizona’sturnfortransformation8StateRevenueIntegration“MagicQuadrant”ArizonaDORisReadyforTransBusinessVisionTheBusinessVisiondescribeshowDORwilldeliverservicesinthefutureandisbasedontheconceptofcustomer-centricity,whichleadstothreemajorbusinessprocesses.DOR’sBusinessVisionis:CustomerService/RelationshipManagementAssistcustomersinfulfillingtheirtaxobligationsbyfacilitatingpromptcustomerregistration,anticipatingcustomerneedsandprovidingeducation,respondingeffectivelytocustomerinquiries,andprovidingtimelyandaccurateaccountmaintenanceandadjustmentsChannel/ProcessingManagementMakefilingtaxreturnsandfulfillingtaxobligationsaseasyaspossibleforthetaxpayer,andtoeffectivelyandaccuratelycapture,process,store,retrieveandprovideneededtaxinformationCompliance/EnforcementManagementEffectivelycaptureanduseinformationtoensurecorrectreturns,assistinidentifyingnon-filersandselectingtaxpayersforaudit,andtouseautomationwhereverpossibletoefficientlyconductaudits,collectreturnsandreceivablesdueafteraudits,andprocesscasesthroughhearingsandbankruptcies94.FUTUREDIRECTIONSBusinessVisionTheBusinessVi1010ConceptualArchitectureMultipleInputMedia(nowrongdoor)withimmediateautomatedsystemdatacapture(nopaper)Process-oriented,integratedsystemsCustomerRelationshipManagementSystem(CRM)thatrecordseverycustomercontractWorkflowSystemthatcontrolsinternaltransactionprocessingIntegratedOperationalDataRepositorythatstoresalldatainnormalized,integrateddatabaseDataWarehouse/DecisionSupportSystemforpointintimeandtrendanalysisformanagementfeedbackSystemcostestimatesbasedoncomparisonswithcomparableintegratedtaxsystemsimplementedinKansas,VirginiaandHawaii11EstimatedSystemCostConceptualArchitectureMultiplComparisonofGainsharing&TraditionalProcurements

Traditional

Agencydefinesthesolution“Lowestresponsiblebid”winsDifferentgoalsVendorgoal:costminimizationAgencygoal:contractcomplianceAgencycarriesallfinancialriskProjectcan“drag-on”;technologybecomesobsolete,businessneedschangeFundingbyagencyappropriation

Gainsharing

Collaborationonsolution“Bestvalue”winsAlignedgoalsRaiserevenueProjectsuccessFinancialrisksharedwithvendorTimelinessrisksharedwithvendorFundingofsubsequentphasesfrombenefitsofearlierphasespossible12Privatebusinesspartnerprovidesprojectinvestmentdollars“upfront”Businesspartnergetspaidfromtheincrementalrevenuegeneratedasaresultofimprovements“QuickHit”improvementsprovide“seedmoney”Iftheprojectfailstoachievetherequiredrevenuegains,thebusinesspartnerdoesnotreceivefullpayment

GainsharingComparisonofGainsharing&TrProposedDOROrganizationalStructureAssessedcurrentDORorganizationalstructureagainsttheBusinessVisionandtheConceptualArchitectureUsedStatesofKansasandSouthCarolinaasbestpracticemodelsDevelopedproposedorganizationalstructurethatprovidessstrongbaseforadministrativeandsupportfunctions,andorganizescurrentprogramsaroundkeybusinessprocessesCustomerServiceManagementProcessingManagementCompliance/EducationManagement13PropertyTaxProcessingManagementCustomerServiceManagementŸInquiries/RequestsŸLocalJurisdictionsŸTaxpayer,Executive,andLegislativeIssuesDirectorDirector'sStaffŸExecutiveAssistanttotheDirectorŸGeneralCounselŸLegislativeLiaison/PIOŸDirectorofPlanningandBudgetingŸTaxpayerAssistanceOfficeŸInternalAuditor(Future)DeputyDirectorforTaxAdministrationCompliance/EducationManagementŸEducation/OutreachŸAudit/AssessingŸCollectionsŸEnforcementDeputyDirectorforAdministrationandSupportServicesAdministrativeServicesŸFinancialServicesŸInformationServicesTaxPolicyandLegalSupportChangeManagementOfficeOfficeofAnalysisStaffandOrganizationalDevelopmentDirector'sOfficeforQualitySpecialSupport*Tobemanagedbyself-directedteams.HearingOffice****ProposedDOROrganizationalStBRITSPhaseIINextStepsDepartmentofRevenueandStateProcurementOfficetofinalizeandreleaseRFPAcquireprojectoversightassistanceSelectbusinesspartnerforintegratedtaxsystemimplementation145.NEXTSTEPSBRITSPhaseIINextStepsDeparStateofArizonaDepartmentofRevenue

BusinessReengineering/IntegratedTaxSystem(BRITS)PhaseICompendiumofDeliverablesExecutiveSummaryJanuary15,200115StateofArizona1Section

Page1.ProjectBackground.................... 32.KeyAccomplishments.................. 43.Conclusions........................... 64.FutureDirections....................... 95.NextSteps............................ 1416BusinessReengineering/IntegratedTaxSystem(BRITS)PhaseICompendiumofDeliverablesExecutiveSummaryTABLEOFCONTENTSSectionBRITSPhaseIProjectObjectivesReviewDORinformationtechnology,businessprocessesandorganizationstructureDevelopacustomer-focusedbusinessvisionincorporatingenablingtechnologies,streamlinedbusinessprocessesandredesignedorganizationalstructurePrepareadocumentthatwillbeusedinprocuringnewtechnologytosupportthebusinessvision171.PROJECTBACKGROUNDStep1Step1Step2Step2Step3Step3Step4Step4Step5Step5ProjectPlanningProjectPlanningConductInternalAssessmentConductInternalAssessmentConductExternalAssessmentConductExternalAssessmentConductBestPracticesStudyConductBestPracticesStudyDevelopBusinessVisionofFutureEnvironmentDevelopBusinessVisionofFutureEnvironmentStep6Step6Step7Step7Step8Step8Step9Step9ConductTechnologyTrendsReviewConductTechnologyTrendsReviewDevelopHigh-LevelRequirementsDevelopHigh-LevelRequirementsDevelopAcquisitionStrategyandProcurementDocumentDevelopAcquisitionStrategyandProcurementDocumentPrepareCostAnalysisReportPrepareCostAnalysisReportBRITSPhaseIProjectApproachBRITSPhaseIProjectObjectiv2.KEYACCOMPLISHMENTSConductedInternalAssessmentInterviewedDORmanagementandstaffDocumentedcurrenttechnologyenvironmentandkeyoperationalissuesConductedExternalAssessmentGatheredinformationfrom:Governor’sOffice,GITA,StateTreasurerPresidentoftheSenate,SpeakeroftheHouseJointLegislativeBudgetCommittee(JLBC)AuditorGeneral,DepartmentofAdministration(DOA)ArizonaTaxResearchAssociation(ATRA),ArizonaRepublicNewspaperDocumentedkeyissuesConductedBestPracticesStudyof:KansasMichiganMinnesotaSouthCarolinaUtahWisconsinMaricopaCountyTreasurerandStarCenterStateofArizonaBoardofEqualization18SummaryofKeyAccomplishments2.KEYACCOMPLISHMENTSConductSummaryofKeyAccomplishmentsDevelopedBusinessVisionConductedmultiple,facilitatedsessionswithDORleadershipProvidedTechnologyTrendsReviewResearchedandreviewedrelevanttechnologiesbothforDORleadershipandforGITADeterminedAcquisitionStrategyDecidedupongainsharingastheoptimumapproachforprocuringnewsystemsConductedChangeReadinessAssessmentSurveyedtotalof100DORstaffandmanagersfromallDivisionsConductedITStaffSkillsSurveyAssessedcurrentskilllevelsof98ITDivisionstaffCompletedOrganizationalStructureAssessmentRecommendedneworganizationalstructuretosupportbusinessvisionDevelopedRequestforProposals(RFP)Includedbusinessrequirements,technicalrequirementsandgainsharingapproachDevelopedCostAnalysisUsedcostinformationprovidedbyKansas,VirginiaandHawaiiDevelopedcompendiumofallprojectdeliverables19SummaryofKeyAccomplishmentsDORProcesses,Organization,TechnologyandSkillsDORProcessesCurrentbusinessprocessesarelargelyorganizedbyfunction(TaxTypes)Processesaredocument-centricratherthandata-centricDOROrganizationalStructureDORislargelyorganizedbyfunction(TaxTypes)CustomerfocusedservicesimplysystemintegrationSystemintegrationimpliesorganizationbybusinessprocessDORwillneedtoundergoanorganizationaltransformationDORTechnologyDORmissioncriticalsystemsaresiloedandaretechnologicallyobsoleteDORLANandDesktopsarecurrent(Y2k)andpositionedfornewmissioncriticalsystemsDORSkillsDORtechnicalskillsreflectcurrentsystemsManynewtechnicalskillswillberequiredfornewsystemsCriticalskillswillbe:ContractNegotiationContractManagementProjectManagement203.CONCLUSIONSDORProcesses,Organization,TBestPracticesTransformationApproachBestpracticeapproachtocustomer-centrictransformationDevelopnewvisionandrequirementsAcquirebusinesspartnerviagain-sharingImplementnewsystemsChangebusinessprocessestoaccommodatenewsystemsChangeorganizationalstructuretomatchnewbusinessprocessesManyStateTaxDepartmentsaremovingtowardcustomer-centric,process-oriented,integratedtaxsystemsandorganizationalstructuresAlreadyaccomplishedbyStateTaxDepartmentssimilarto,andsmallerthan,Arizonaintermsofrevenue21BestPracticesAgencyRevenueComparisonsBestPracticesTransformationArizonaDORisReadyforTransformationManagementandstaffhaveconsistentviewofprioritiesandwillingnesstomoveforwardStakeholdersandcustomerssupportDOR’snewdirectionNeedtomovefromdocument-centrictodata-centricthinkingandoperationsWellpositionedwithcurrenttechnologyenvironmentNetwork,desktop,newtechnologiesInsightastohowtoproceedfromthosewhohavebeenthere(SouthCarolina,Kansas,Virginia)Byrevenue,itisnowArizona’sturnfortransformation22StateRevenueIntegration“MagicQuadrant”ArizonaDORisReadyforTransBusinessVisionTheBusinessVisiondescribeshowDORwilldeliverservicesinthefutureandisbasedontheconceptofcustomer-centricity,whichleadstothreemajorbusinessprocesses.DOR’sBusinessVisionis:CustomerService/RelationshipManagementAssistcustomersinfulfillingtheirtaxobligationsbyfacilitatingpromptcustomerregistration,anticipatingcustomerneedsandprovidingeducation,respondingeffectivelytocustomerinquiries,andprovidingtimelyandaccurateaccountmaintenanceandadjustmentsChannel/ProcessingManagementMakefilingtaxreturnsandfulfillingtaxobligationsaseasyaspossibleforthetaxpayer,andtoeffectivelyandaccuratelycapture,process,store,retrieveandprovideneededtaxinformationCompliance/EnforcementManagementEffectivelycaptureanduseinformationtoensurecorrectreturns,assistinidentifyingnon-filersandselectingtaxpayersforaudit,andtouseautomationwhereverpossibletoefficientlyconductaudits,collectreturnsandreceivablesdueafteraudits,andprocesscasesthroughhearingsandbankruptcies234.FUTUREDIRECTIONSBusinessVisionTheBusinessVi2410ConceptualArchitectureMultipleInputMedia(nowrongdoor)withimmediateautomatedsystemdatacapture(nopaper)Process-oriented,integratedsystemsCustomerRelationshipManagementSystem(CRM)thatrecordseverycustomercontractWorkflowSystemthatcontrolsinternaltransactionprocessingIntegratedOperationalDataRepositorythatstoresalldatainnormalized,integrateddatabaseDataWarehouse/DecisionSupportSystemforpointintimeandtrendanalysisformanagementfeedbackSystemcostestimatesbasedoncomparisonswithcomparableintegratedtaxsystemsimplementedinKansas,VirginiaandHawaii25EstimatedSystemCostConceptualArchitectureMultiplComparisonofGainsharing&TraditionalProcurements

Traditional

Agencydefinesthesolution“Lowestresponsiblebid”winsDifferentgoalsVendorgoal:costminimizationAgencygoal:contractcomplianceAgencycarriesallfinancialriskProjectcan“drag-on”;technologybecomesobsolete,businessneedschangeFundingbyagencyappropriation

Gainsharing

Collaborationonsolution“Bestvalue”winsAlignedgoalsRaiserevenueProjectsuccessFinancialrisksharedwithvendorTimelinessrisksharedwithvendorFundingofsubsequentp

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