SRO appointment letter - Gov.uk
Jon Thompson Chief Executive
Nick Lodge Senior Responsible Owner Making Tax Digital for Individuals Programme
2/75 100 Parliament Street London SW1A 2BQ
18 October 2017 www.hmrc.gov.uk
Dear Nick Appointment as Senior Responsible Owner (SRO) for Making Tax Digital for Individuals Programme This is to update your existing appointment as the SRO for Making Tax Digital for Individuals Programme, as of the date of this letter. You will be directly accountable to me as HMRC Chief Executive and to ExCom (Transformation) as owners of the HMRC Transformation Portfolio, under the oversight of Mel Stride, Financial Secretary to the Treasury. As SRO you have personal responsibility for delivery of the Making Tax Digital for Individuals Programme and will be held accountable for: -
delivery of its objectives and policy intent securing and protecting its vision ensuring it is governed responsibly honest and accurate reporting appropriate escalation of material issues and concerns influencing constructively the context culture and environment in which it operates.
In addition to your internal accountabilities, you should also be aware that SROs will now be held personally accountable to Parliamentary Select Committees. You will be expected to account for and explain the actions you have taken to deliver the programmes, or specific phases or milestones within them. In your case this means that from the date of signature of this letter you will be held personally accountable and could be called by Select Committees in respect of the delivery of your programme.
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
It is important to be clear that your accountability relates only to implementation; it will remain for the Minister to account for the relevant policy decisions and development. Your SRO role will be part time and vary in commitment but you should ensure you allocate sufficient time to meet your SRO responsibilities, depending on the stage, progress and delivery status of your Programmes. In line with HMRC change governance you may appoint suitably qualified and experienced Programme Directors to enable you to discharge some of your responsibilities whilst retaining your overall delivery accountabilities. Detailed SRO roles and responsibilities are set out in the HMRC Briefing Pack for GMPP SROs, together with the accountabilities of other key HMRC change governance roles. You will need to understand and work collaboratively with these roles in support of successful delivery. The Briefing Pack also includes guidance on giving evidence to Select Committees, IPA guidelines on the management of major projects, and good practice principles in programme and project management. You should become familiar with that guidance and apply it in practice as required. Tenure of position You are required to undertake this role until managed closure of the programmes is achieved or, by agreement, until delivery of a specific milestone, end of phase or gate is achieved. It is expected this will cover the SR15 commitment timescales. Objectives and Performance Criteria Our purpose The MTDI programme is a key building block of HMRC’s Transformation programme. It will deliver the biggest change for individual customers in a generation, being the vehicle through which much of the Government’s “Making Tax Digital” agenda will be delivered. It will make a major contribution to the internal efficiencies the departments seeks under SR15. What we will deliver transforming the customer experience and building trust in the services we provide:
creating compelling, coherent end-to-end digital services for those who require interaction with us providing customers with a single, complete view of their tax affairs and entitlements using customer data and insight to inform design and tailor services to meet individual needs, reducing the need for contact where possible.
enabling significant improvements in efficiency:
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
expanding digital services so that they are responsive and meet all of the needs of increasing numbers of customers enabling a once and done approach improving PAYE to cover more sources of income automatically and to get the right result in year more often driving the shift to digital self-serve
designing compliance into our digital services:
using data analytics to drive evidence based decisions, target resources and continuously improve our services reducing the need for subsequent intervention to get liabilities and entitlements right
How we will work
Using customer feedback and user research, we will directly deliver a range of projects to introduce new digital services, change business processes, and improve computer systems and the customer journey.
We will commission other programmes (such as Compliance) to deliver projects to complement the work of MTDI, and will work with those other programmes to ensure coherence across the range of transformational deliveries.
We will particularly work closely with the Making Tax Digital For Businesses Programme to create a seamless experience across the Personal and Business Tax Accounts, and with other teams in Digital to ensure that individuals’ digital services can also be used by professional Agents and through Third Party Software.
We will influence the design of future processes and the customer experience, as it is developed through Process Transformation. We will provide a practical perspective on implementing changes, and will influence the high level roadmap that will drive HMRC’s transformation.
We own the digital experience for individuals, and our Digital Service Managers (DSM) will drive the design and shaping of our digital service offer for individuals based on customer feedback and user insight – including ensuring that all new digital services developed elsewhere fit coherently within our overall digital offer. Our DSMs will manage the performance of individuals’ digital services, and will continually enhance and improve those services so that they continue to meet user needs.
Critical Success Factors Transform the Digital offering:
Customers see HMRC as a world class digital organisation which makes it easy for them to meet their obligations
Customers move away from traditional channels to digital
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
Customers can create and submit New Claims for Tax Credit online
Customers can self-serve thus reducing contact to HMRC
Customers are able to complete their task in a straightforward way
Customers are able to move between PTA & BTA without feeling like they are different accounts
Getting more tax right in real time:
Customers see HMRC as a world class organisation which makes it easy for them to meet their obligations
Changes to tax codes take place in year to reduce under/overpayments at year end
Reduced interventions to get liabilities and entitlements rights
Better use of in-year data from third parties and OGDs
Driving process and channel shift:
Customers and stakeholders see HMRC as a world class organisation which makes it easy for them to meet their obligations
Customers move away from traditional channels to digital
Customers feel they can transact securely and confidently using the authentication solution
Customers are able to complete their task in a straightforward way
Iterative enhancements to the account are delivered in response to customer feedback
Customers find it easy to (1) obtain information and to (2) fulfil with their obligations through the digital service
Proposed changes to the agreed programme scope which impact on this intent or benefits realisation must be dealt with via the Transformation Portfolio change request process set out in your SRO Briefing Pack. Your personal objectives and performance criteria in relation to your SRO role should be set out in your SCS Performance Agreement. Extent and limit of accountability 1) Finance and Controls a) HM Treasury (HMT) spending controls will apply on the basis set out within HMRC’s delegated authority letter. HMRC gated funding will also apply in line HMRC Investment
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
Appraisal and financial governance. These are covered in more detail in your SRO Briefing Pack. b) The current forecast whole life costs for the programme are as detailed in the Strategic Outline Case/Business case. c) Funding will be released in line with the HMRC gated funding process. d) Funding for this programme is also subject to prioritisation of the HMRC investment portfolio. e) You should operate at all times within the rules for managing public money, Treasury delegated limits and Cabinet Office approvals set out in your SRO Briefing Pack. 2) Delegated departmental programme authority a) You are authorised to approve expenditure in line with the funding agreed by Investment and Design Board (IDB), or other authorised bodies and individuals under HMRC financial governance. b) You are responsible for ensuring that where a change impacts on the scope, costs, benefits or planned delivery milestones agreed as part of an approved Full Business Case, it is dealt with via the Transformation Portfolio change request process set out in your SRO Briefing Pack. c) You are also responsible for recommending to IDB and / or ExCom (Transformation) as appropriate, the need to either pause or terminate a programme where necessary and to do so in a timely manner. d) Where issues arise which you are unable to resolve you are responsible for escalating these issues to IDB and ExCom (Transformation) as appropriate. Programme Status You are required to provide a GMPP quarterly report to the Infrastructure and Projects Authority (IPA) which will reflect the current programme status. Information on programme status is published annually by MPA at data.gov. Developing your personal delivery leadership capability a) Due to the nature of your SRO role alongside your Director General responsibilities you will not be required to enrol on Major Projects Leadership Academy (MPLA). However, your Programme Director or equivalent SCS level role will be expected to have completed, or enrol for, MPLA. b) You should support and oversee the ongoing professional development of MPLA graduates in your team, and encourage them to take an active part in MPLA alumni activities. c) In terms for your own personal ongoing professional development you should liaise with the HMRC PPM Head of Profession to discuss maintaining and enhancing your personal
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
programme delivery skills and you have completed the Orchestrating Major Programmes course to support this. We would like to take this opportunity to wish you success in your role as SRO. Yours sincerely
Jon Thompson Chief Executive HMRC
Tony Meggs Chief Executive Infrastructure and Projects Authority
I confirm that I accept the appointment including my personal accountability for implementation of the Making Tax Digital for Individuals Programme as detailed in the letter above. Nick Lodge (SRO)
……………………………………………… (Signature of SRO) 08/11/2017 ………………………. (Date signed)
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
Nick Lodge Senior Responsible Owner Making Tax Digital for Individuals Programme
2/75 100 Parliament Street London SW1A 2BQ
18 October 2017 www.hmrc.gov.uk
Dear Nick Appointment as Senior Responsible Owner (SRO) for Making Tax Digital for Individuals Programme This is to update your existing appointment as the SRO for Making Tax Digital for Individuals Programme, as of the date of this letter. You will be directly accountable to me as HMRC Chief Executive and to ExCom (Transformation) as owners of the HMRC Transformation Portfolio, under the oversight of Mel Stride, Financial Secretary to the Treasury. As SRO you have personal responsibility for delivery of the Making Tax Digital for Individuals Programme and will be held accountable for: -
delivery of its objectives and policy intent securing and protecting its vision ensuring it is governed responsibly honest and accurate reporting appropriate escalation of material issues and concerns influencing constructively the context culture and environment in which it operates.
In addition to your internal accountabilities, you should also be aware that SROs will now be held personally accountable to Parliamentary Select Committees. You will be expected to account for and explain the actions you have taken to deliver the programmes, or specific phases or milestones within them. In your case this means that from the date of signature of this letter you will be held personally accountable and could be called by Select Committees in respect of the delivery of your programme.
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
It is important to be clear that your accountability relates only to implementation; it will remain for the Minister to account for the relevant policy decisions and development. Your SRO role will be part time and vary in commitment but you should ensure you allocate sufficient time to meet your SRO responsibilities, depending on the stage, progress and delivery status of your Programmes. In line with HMRC change governance you may appoint suitably qualified and experienced Programme Directors to enable you to discharge some of your responsibilities whilst retaining your overall delivery accountabilities. Detailed SRO roles and responsibilities are set out in the HMRC Briefing Pack for GMPP SROs, together with the accountabilities of other key HMRC change governance roles. You will need to understand and work collaboratively with these roles in support of successful delivery. The Briefing Pack also includes guidance on giving evidence to Select Committees, IPA guidelines on the management of major projects, and good practice principles in programme and project management. You should become familiar with that guidance and apply it in practice as required. Tenure of position You are required to undertake this role until managed closure of the programmes is achieved or, by agreement, until delivery of a specific milestone, end of phase or gate is achieved. It is expected this will cover the SR15 commitment timescales. Objectives and Performance Criteria Our purpose The MTDI programme is a key building block of HMRC’s Transformation programme. It will deliver the biggest change for individual customers in a generation, being the vehicle through which much of the Government’s “Making Tax Digital” agenda will be delivered. It will make a major contribution to the internal efficiencies the departments seeks under SR15. What we will deliver transforming the customer experience and building trust in the services we provide:
creating compelling, coherent end-to-end digital services for those who require interaction with us providing customers with a single, complete view of their tax affairs and entitlements using customer data and insight to inform design and tailor services to meet individual needs, reducing the need for contact where possible.
enabling significant improvements in efficiency:
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
expanding digital services so that they are responsive and meet all of the needs of increasing numbers of customers enabling a once and done approach improving PAYE to cover more sources of income automatically and to get the right result in year more often driving the shift to digital self-serve
designing compliance into our digital services:
using data analytics to drive evidence based decisions, target resources and continuously improve our services reducing the need for subsequent intervention to get liabilities and entitlements right
How we will work
Using customer feedback and user research, we will directly deliver a range of projects to introduce new digital services, change business processes, and improve computer systems and the customer journey.
We will commission other programmes (such as Compliance) to deliver projects to complement the work of MTDI, and will work with those other programmes to ensure coherence across the range of transformational deliveries.
We will particularly work closely with the Making Tax Digital For Businesses Programme to create a seamless experience across the Personal and Business Tax Accounts, and with other teams in Digital to ensure that individuals’ digital services can also be used by professional Agents and through Third Party Software.
We will influence the design of future processes and the customer experience, as it is developed through Process Transformation. We will provide a practical perspective on implementing changes, and will influence the high level roadmap that will drive HMRC’s transformation.
We own the digital experience for individuals, and our Digital Service Managers (DSM) will drive the design and shaping of our digital service offer for individuals based on customer feedback and user insight – including ensuring that all new digital services developed elsewhere fit coherently within our overall digital offer. Our DSMs will manage the performance of individuals’ digital services, and will continually enhance and improve those services so that they continue to meet user needs.
Critical Success Factors Transform the Digital offering:
Customers see HMRC as a world class digital organisation which makes it easy for them to meet their obligations
Customers move away from traditional channels to digital
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
Customers can create and submit New Claims for Tax Credit online
Customers can self-serve thus reducing contact to HMRC
Customers are able to complete their task in a straightforward way
Customers are able to move between PTA & BTA without feeling like they are different accounts
Getting more tax right in real time:
Customers see HMRC as a world class organisation which makes it easy for them to meet their obligations
Changes to tax codes take place in year to reduce under/overpayments at year end
Reduced interventions to get liabilities and entitlements rights
Better use of in-year data from third parties and OGDs
Driving process and channel shift:
Customers and stakeholders see HMRC as a world class organisation which makes it easy for them to meet their obligations
Customers move away from traditional channels to digital
Customers feel they can transact securely and confidently using the authentication solution
Customers are able to complete their task in a straightforward way
Iterative enhancements to the account are delivered in response to customer feedback
Customers find it easy to (1) obtain information and to (2) fulfil with their obligations through the digital service
Proposed changes to the agreed programme scope which impact on this intent or benefits realisation must be dealt with via the Transformation Portfolio change request process set out in your SRO Briefing Pack. Your personal objectives and performance criteria in relation to your SRO role should be set out in your SCS Performance Agreement. Extent and limit of accountability 1) Finance and Controls a) HM Treasury (HMT) spending controls will apply on the basis set out within HMRC’s delegated authority letter. HMRC gated funding will also apply in line HMRC Investment
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
Appraisal and financial governance. These are covered in more detail in your SRO Briefing Pack. b) The current forecast whole life costs for the programme are as detailed in the Strategic Outline Case/Business case. c) Funding will be released in line with the HMRC gated funding process. d) Funding for this programme is also subject to prioritisation of the HMRC investment portfolio. e) You should operate at all times within the rules for managing public money, Treasury delegated limits and Cabinet Office approvals set out in your SRO Briefing Pack. 2) Delegated departmental programme authority a) You are authorised to approve expenditure in line with the funding agreed by Investment and Design Board (IDB), or other authorised bodies and individuals under HMRC financial governance. b) You are responsible for ensuring that where a change impacts on the scope, costs, benefits or planned delivery milestones agreed as part of an approved Full Business Case, it is dealt with via the Transformation Portfolio change request process set out in your SRO Briefing Pack. c) You are also responsible for recommending to IDB and / or ExCom (Transformation) as appropriate, the need to either pause or terminate a programme where necessary and to do so in a timely manner. d) Where issues arise which you are unable to resolve you are responsible for escalating these issues to IDB and ExCom (Transformation) as appropriate. Programme Status You are required to provide a GMPP quarterly report to the Infrastructure and Projects Authority (IPA) which will reflect the current programme status. Information on programme status is published annually by MPA at data.gov. Developing your personal delivery leadership capability a) Due to the nature of your SRO role alongside your Director General responsibilities you will not be required to enrol on Major Projects Leadership Academy (MPLA). However, your Programme Director or equivalent SCS level role will be expected to have completed, or enrol for, MPLA. b) You should support and oversee the ongoing professional development of MPLA graduates in your team, and encourage them to take an active part in MPLA alumni activities. c) In terms for your own personal ongoing professional development you should liaise with the HMRC PPM Head of Profession to discuss maintaining and enhancing your personal
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
programme delivery skills and you have completed the Orchestrating Major Programmes course to support this. We would like to take this opportunity to wish you success in your role as SRO. Yours sincerely
Jon Thompson Chief Executive HMRC
Tony Meggs Chief Executive Infrastructure and Projects Authority
I confirm that I accept the appointment including my personal accountability for implementation of the Making Tax Digital for Individuals Programme as detailed in the letter above. Nick Lodge (SRO)
……………………………………………… (Signature of SRO) 08/11/2017 ………………………. (Date signed)
Information is available in large print, audio and Braille formats. Text Relay service number – 18001
