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OPTIONAL INFORMATION
This section is optional and for your internal use onl
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The information in this section
will not be used in executive dashboard reports for the executive committee.
Ensure critical information is included in the executive summary section of the status report
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Quick Guide to completing the Monthly Project Status Report
How to Update/ Change the Overall Current Status:
Please follow the following steps:
1. Click on Update Period/ Status Button in the STATUS REPORT FOR section
2. Update the Year you are preparing the status report for e.g. choose 2014 for December 2014 report
3. Update the relevant Month you are preparing the status report for e.g. choose December for the December 2014 Report
4. Choose the overall status traffic light colour
5. Press ok to confirm.
PROJECT DETAILS
Please re‐confirm details are correct each month.
Project Description:
This should be a succinct statement about what the project will be delivering and why.
Project Lifecycle Phase:
There are 4 phases – Initiate, Plan, Execute and Close – each has set mandatory documentation and governance requirements. For more information on
Project Lifecycle Phases refer to the Project Management Framework Manual, Project Lifecycle section.
All projects submit monthly project status reports from the start of the Plan Phase to the start of the Close Phase.
At the start of the Close Phase, a final Project Status Report must be submitted with an Overall Project Status of "Closing" and the date the Close Phase
commenced entered. No further Project Status Reports will be requested after that month.
Projects are formally closed when the approved Closure Report is received.
Implementation of new policy or legislation:
Most Category 1 and some Category 2 projects are responsible for implementing new policy and/or legislation.
Please provide/re‐confirm the relevant implementation date/dates in your report.
EXECUTIVE SUMMARY
This is a brief summary of current project status, including progress against schedule and current issues and/or significant risks (including escalation and
It should be clear, concise, simple, and non‐technical.
Do not use acronyms – it must stand alone for interpretation. It may be quoted verbatim to the Executive Committee or external agencies.
If the overall status of the project is Red or Amber, please include main issue(s)/risk(s) actual/likely impact on customers, what action is being taken, and what
1. Issue Management *
Most of the information comes directly from your PM Logbook Issues Register and provides assurance to Senior Executives that issues are being managed and
escalated appropriately and the intended resolution date.
Please only list Extreme or Major issues.
*NB: All Issues must be registered and managed in the PM logbook
2. Risk Management *
Most of the information comes directly from your PM Logbook Risk Register and provides assurance to Senior Executives that risks are being managed
appropriately and mitigated wherever possible.
Please only list Very High and High risks.
*NB: All Risks must be registered and managed in the PM logbook
3. Schedule Management
Only provide details of ‘key’ deliverables/milestones for the current/immediate reporting period.
It should show at a glance if the project is on track to deliver as intended, and whether any slippage relates to business, ICT or both.
4. Benefits Management
There is an expectation that projects with identified benefits (both financial and non‐financial) for the department apply the departmental Benefits
Management framework.
The questions in this section are designed to provide information on the status of benefits management within the project to the project executive and other
applicable stakeholders. The question set streamlines the process as much as possible to create exit points where applicable, so that project staff do not have
to answer any more questions than needed.
5. Financial Management
The PPO will make a financial status assessment based on data provided directly from the CFO.
Please provide the Full Year project funding (Business and ICT) and the date this was approved.
Project Managers should check with their Management Accountant (MA).
Similarly, MAs will seek explanations for variances in actual YTD expenditure where it is more than +/‐ 5% of estimated YTD expenditure.
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CTH.3508.0004.2571
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Project Closure Report
Employment Income Matching
PN2015.5075
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CTH.3508.0004.2574
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Contents
1 Executive Summary .................................................................................................................................. 6 2 Project Overview........................................................................................................................................ 6
2.1. Background .............................................................................................................................................. 7
2.2. Reasons For Closure ............................................................................................................................... 7
3 Project Performance ................................................................................................................................. 7
3.1. Achievement Of Outcomes ...................................................................................................................... 8
3.2. Benefits Realisation ................................................................................................................................ 10
3.2.1. Financial Benefits ................................................................................................................................... 10
3.2.2. Non-financial Benefits ............................................................................................................................ 11
3.3. Project Budget ........................................................................................................................................ 11
3.4. Risk Management .................................................................................................................................. 11
3.5. Issue Management ................................................................................................................................. 11
3.6. Approved Changes ................................................................................................................................. 12
3.7. Regulatory (including RED TAPE) Impacts ............................................................................................ 13
4 Lessons Learned ..................................................................................................................................... 14 5 Follow-on Actions.................................................................................................................................... 14
5.1 Handover To Business Owner(s) ........................................................................................................... 14
5.2 Unfinished Work ..................................................................................................................................... 15
5.3 Outstanding Issues ................................................................................................................................. 16
5.4 Open Risks ............................................................................................................................................. 17
5.5 Operational Risks ................................................................................................................................... 19
6 Post Implementation Review .................................................................................................................. 19 7 Terms and Acronyms .............................................................................................................................. 19 8 References ............................................................................................................................................... 20 APPENDIX A: Closure Checklist .................................................................................................................. 21 APPENDIX B: Project Document Index ........................................................................................................ 22
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1 Executive Summary
The purpose of this document is to outline the status of project activities and achievements for the Employment Income Matching project (the project) at the
time of closure and amalgamation into the Compliance Modernisation Programme (CMP or the Programme).
The 2015-16 Budget was handed down on Tuesday, 12 May 2015. As part of the department's 2015-16 Budget package, the compliance measure:
Strengthening the Integrity of Welfare Payments (SIWP) was announced.
Strengthening the Integrity of Welfare Payments (SIWP) facilitates significant investment to increase the Department of Human Services’ (DHS) capability to
deter, detect, investigate and prosecute cases of suspected fraud and non-compliance.
The measure consists of eight elements to be delivered over four years, these include:
-
Real Time Risk profiling;
-
Mobile Taskforce;
-
Employment Income Matching;
-
AUSTRAC;
-
Customer Reporting and Declarations;
- Strengthening Obligations for Students.
Business Integrity Division (BI) was responsible for this measure which wil increase the department's capability to deal with suspected fraud and non-
compliance. There are a number of elements of this Budget measure that complement existing programs and wil enable the development of modern and
agile ways to reduce the harm from overpayment. This will provide savings of approximately $1.7 bil ion to Government over the 4 year period of the
measure.
The Employment Income Matching project element of SIWP, targets identified discrepancies from the Pay as You Go (PAYG) file obtained from the
Australian Taxation Office (ATO). Incorrect Centrelink payments identified through this matching for 2010-11, 2011-12 and 2012-13 financial years wil be
targeted.
Commencing 1 July 2015, this element of the measure introduced more streamlined and efficient processes enabling significantly increased compliance
interventions, and addressed the pool of untreated risk.
-
In 2015-16, interventions were undertaken via a new streamlined manual business process.
-
Commencing 1 July 2016, interventions transitioned to a digital platform in the form of an Online Compliance Intervention.
-
The overal aim of the project is to protect the integrity of Australia’s welfare system through substantial y increasing the number of data matching
related income reviews to this measure.
The project was forecasted to undertake 866,858 compliance interventions and is expected to return approximately $1.5 billion savings to Government.
In the 2015-16 financial year, the project intended to deliver on 84,000 intervention completions via the streamlined manual business process and actually
achieved 101,563 completions.
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In the 2016-17 financial year, the project intended to deliver on 391,429 intervention completions via the online compliance tool and actually achieved
111,960 completions.
The project was originally intended to terminate by 30 June 2019, this wil still be the case however managed under the Programme structure and relevant
project tranches.
Compliance Risk Branch within BI Division managed this project as part of the SIWP Programme from the initial phase in January 2015. The division then
split in March 2016 and the project was then owned by the newly created division known as Customer Compliance Division (CCD). Planned interventions
were paused on 2 December 2016 and recommenced at a reduced volume to al ow further enhancements to the online tool from 11 January 2017 after the
reduced activity period. In February 2017, a number of enhancements to the online tool were implemented.
The newly appointed Integrity Modernisation Division (the division) was created in March 2017, and managed further enhancements from March 2017, after
the newly enhanced Online tool was renamed Employment Income Confirmation (EIC). The division is responsible for the design and implementation of
processes and strategies to administer a project that has been consolidated into the Programme, announced by the Government in the 2015-16 Budget that
is operationalised by CCD.
On 2 August 2017 Jason McNamara, A/g Deputy Secretary, Integrity and Information Group agreed to consolidate al income data matching Budget
measures to be reported under the CMP.
All outstanding and proposed deliverables relating to the project prior to August 2017 will be transferred across to the Programme.
-
Planning and selection of appropriate initiations for the budget measure compliance reviews will be delivered by the PN2017.7133 T1 Compliance
Review Implementation Project under the CMP.
-
To ensure the delivery of the budget measures compliance interventions the project interventions will be delivered through the PN2017.7134 T1
Compliance Delivery Project under the CMP.
2 Project Overview
2.1. BACKGROUND
Announced in the 2015-16 Budget
Strengthening the Integrity of Welfare Payments (SIWP) this Programme facilitates significant investment to increase the
Department of Human Services’ (the department) capability to deter, detect, investigate and prosecute cases of suspected fraud and non-compliance.
A more streamlined and cost effective approach will be used to manage inconsistencies in income tax payment summaries and income declared to the
Department of Human Services during the 2010-2011, 2011-2012 and 2012-2013 financial years.
This project was established under the SIWP programme following a New Policy Proposal (NPP) authorised to proceed by Malisa Golightly, Deputy
Secretary, Integrity and Information for implementation on 1 July 2015.
The intent of this project was to mitigate a significant and ongoing risk identified to manage the risk of non-compliance for welfare recipients.
Compliance Risk Branch within BI Division managed this project as part of the SIWP Programme from the initial phase in January 2015. The division then
split in March 2016 and the project was then owned by CCD. This project was then handed over to the Integrity Modernisation Division when it was created in
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March 2017 as requested by the secretary to manage when the project team was obtained from CCD in March 2017. This enabled the plan to commence the
forward planning for establishing the Programme where these intervention completions will be tracked against the projects intended completions
The status of the project as at 30 June 2017 reported volume of initiations as tracking behind forecast. However, the following strategies are underway to
address this:
-
Work has commenced on a submission to government to rebase line the targeted savings over the forward estimates and is currently due to be
finalised by the end of November 2017. The targeted savings wil then be managed by the Programme;
-
Planning has begun for the design and development of structural EIC enhancements to service forecasted intervention volumes over the forward
estimates;
-
A customised service strategy is currently in progress for interventions that were commenced prior to EIC deployment.
2.2. REASONS FOR CLOSURE
The Department’s income data matching and checking activities are currently administered through six separate projects, each reflecting their relevant budget
measures to address discrepancies between income earnt and declared and their commitments, which provided the projects’ mandate.
This project delivered a more streamlined and cost effective approach wil be used to manage inconsistencies in income tax payment summaries and income
declared to DHS during the 2010-11, 2011-12 and 2012-13 financial years.
It was agreed by the Deputy Secretary to include this project as part of the income data matching budget measure activities that wil be consolidated into one
single programme. The budget measure activities would now be managed as part of the Compliance Delivery Project under the CMP.
3 Project Performance
3.1. ACHIEVEMENT OF OUTCOMES
Operational
The introduction of the Compliance Rapid Response telephony staff in 2015 provided a platform for more efficient and effective management of this risk type
(PAYG) into the future. This was achieved by introducing the workforce flexibility to enable rapid responses to emerging compliance trends and enhanced
customer service to support the government’s strategic direction to address risk as close as possible to the point of risk. By resolving compliance activity
during the initial telephone contact with the customer, the new business process reduced the requirement to seek documented evidence from third parties to
verify customer circumstances.
This project was funded to recruit staff to undertake compliance interventions as part of the new compliance Rapid Response Team model. Recruitment and
training were required to ensure that staff were capable to undertake the new process and provide assisted compliance prior to the online compliance
intervention implementation.
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OCI design finalised
20 August 2015
Y
OCI DRD signed off by SRO
21 August 2015
Y
All staff recruited for new PAYG business process
24 August 2015
Y
Staff trained in new PAYG business process
04 September 2015
Y
Customer Communications design signed off by SRO
30 September 2015
Y
Technical Specifications document signed off by SRO
4 January 2016
Y
Business Assurance Phase endorsed by SRO
30 March 2016
Y
Forecast case initiation schedule for 2016-17 finalised
30 June 2016
Y
Reference material for OCI in Operational Blueprint
30 June 2016
Y
2017-18 Case Selection strategy signed off by SRO
July 2017
Y
Forecast case initiation schedule for 2017-18 finalised
First iteration complete July 2017
Y
Governance and Project Summary
Throughout the duration of the project, high standards of project governance was established through effective development and management of project
documentation. In addition, the project maintained accurate and timely reporting of project performance.
BI Division governed this project via a Programme Board as part of the SIWP Programme from the initial phase in January 2015. The division then divided in
March 2016 and the project was then owned and governed by the Improving Compliance Programme Board (ICP) which was established in August 2016 by
the newly created division known as CCD. In March 2017 when the Integrity Modernisation Division was created the CMP Board was initiated.
The Board focused on providing high-level governance to the project. It ensured the Programme, service delivery operations and ICT components were
aligned and remained in line with the Programme objectives, Service Delivery Operating Model, government policy and departmental financial approvals
during the course of implementation. This Board consisted of ICT Suppliers, programme and project SRO’s and other divisional partners.
Monthly project status reports were required to provide the board with an overview of progress while core project documents such as the project management
plans and risk plans were tracked to identify any risks or issues that triggered an escalation and discussion at the board. As required other escalations and
decisions were made out of session as appropriate.
3.2. BENEFITS REALISATION
3.2.1. Financial Benefits
This project delivers on the Government’s election commitment to achieve savings over four years by expanding DHS fraud prevention and debt recovery
capability.
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EIMPCR003
07/04/2016
Customer Contact Letter - Remove PAYG Customer Contact Letter
National Manager Scott Britton
requirements from the scope due to interventions moving to the online space.
Implementation to be deferred to the delivery of a manual project.
EIMPCR004
20/06/2016
One Last Thing and Report Employment Income (REI) - Changes to Online
A/g National Manager Jason Ryman
Compliance Workflow will ensure that the integrity of the customer information
presented in OCI workflow is maintained.
PCR005
Withdrawn
N/A
N/A
EIMPCR006
12/04/2016
Customer Declaration Page - Addition of an upfront customer declaration page
National Manager Scott Britton
will align the online solution with other SIWP projects and satisfy the
compliance obligations of the compliance workflow.
EIMPCR007
15/03/2016
Money you Owe service – agreement from the Debt Management Branch was
National Manager Scott Britton
sought to remove the debt recovery requirements from the process flow within
OCI customer pathway and enhance the ‘Money you Owe’ service to al ow the
customer to arrange to pay a debt online.
PCR008
Withdrawn
N/A
N/A
PCR009
Withdrawn
N/A
N/A
EIMPCR010
16/06/2016
OCI Enhancements – Changes to the online workflow to amend: document
National Manager Scott Britton
lodgement screen; Community Development Employment Projects income to
be assessed; payslip population screen; payslip population logic to pre-
populate amounts for unverified payslip periods; payslip population in the OCI
flow to include additional rules for scenarios where customer has no previously
verified earnings.
EIMPCR011
31/10/2016
Single Assessment – changes to customer assessments to deliver combined
National Manager Maurice Savelli
single assessment and prevent trigger of auto reassessment.
EIMPCR012
31/08/2016
Customer Identifiers: reflects the need to further analysis to understand the
National Manager Scott Britton
potential impact on the business prior to assessing any ability to change with
the Enterprise Technology. Analysis has been undertaken and highlights the
need to include the above identifiers on the Receipt HTML and the Debt
Receipt HTML. The inclusion of these identifiers wil strengthen the integrity of
administrative matters when referred to the Administrative Appeals Tribunal
and/or other critical stakeholders.
EIMPCR013
10/06/2016
Automated Gross Earning Offset – Changes to online workflow to assess an
National Manager Scott Britton
amount added to the income screen.
EIMPCR014
07/07/2016
Recovery Fee Special Indicator Rules – changes to the recovery fee special
National Manager Scott Britton
indicator rules to assess customers circumstances at the point of the match
period.
EIMPCR015
18/08/2016
Recovery Fee text addition to OCI Initiation letter – Text changes to OCI
National Manager Scott Britton
contact letters and Online compliance assessment outcome letter.
EIMPCR016
13/07/2017
Staff Assisted Notification Rules – Changes to business rules to identify if a
A/g National Manager Jason Ryman
customer’s current circumstance fit within the parameters to be offered
assisted compliance for an online intervention.
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EIMPCR017
18/08/2016
Update to check your details – update to employer information question set on
National Manager Scott Britton
Employment Information page.
N/A
02/08/2017
The Deputy Secretary signed brief will be used in lieu of a Project Change
A/g Deputy Secretary Jason
Request to formally transfer the deliverables from this project to the new CMP
McNamara
programme.
3.7. REGULATORY (INCLUDING RED TAPE) IMPACTS
There are no regulatory impacts due to the Regulatory Burden Measurement Framework, which stipulates that the cost of non-compliance measures are
excluded from the framework and red tape reduction impacts.
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appropriately skil ed
R09 - The Programme is not able to ensure
Manager
Utilisation of contractors for highly specialised
resources may not be
the right capabilities are in place to deliver
Integrity
components of Programme delivery.
available at the
the Programme.
Modernisation
Ongoing recruitment to fill identified skil s
appropriate time causing
Division
gaps.
a delay to the project
resulting in a failure to
deliver the solution
within the required
timeframe.
R14
There is a risk that the
R01 - The savings outlined in the Budget
Jason
High
Department would continue to implement the
actual selections do not
Measures are not realised in full or on time.
McNamara,
budget measures as originally envisaged and
meet initial forecasts in
A/g Deputy
would look to other opportunities to be able to
the proposal (NPP)
Secretary –
update Ministers on progress and
caused by differences in
Information
implementation issues.
data and business rules
and Integrity
resulting in not meeting
Group
forecasted savings.
R16
There is a risk that
R08 - A change in government priorities will
Liz Bundy, A/g Medium Development of a proactive media and
government priorities
impact the Department’s ability to deliver on General
communications strategy.
may change caused by
the savings.
Manager
Briefings to government on the impact of their
external influences
Integrity
decisions with respect to recipient selections
resulting in priorities no
Modernisation
for review and forecast savings targets.
longer aligning with
Division
project outcomes.
R17
There is a risk that
R10 - The Programme governance
Alison
Low
Membership of governance bodies revised to
delivery of project
arrangements do not adequately support
Fitzgerald,
ensure correct stakeholders at required level
governance and
decision-making, risk and issue
National
of accountability represented.
processes may be
management and interdependencies.
Manager
insufficient caused by
Integrity
Programme tolerances for decision making
ineffective monitoring
Implementatio
and risk and issue management revised to
and controlling of the
n
improve timeliness and confidence in decision
project resulting in a
making
lack of confidence in
Operating cadence of Programme governance
meeting business
bodies revised to reflect greater level of
outcomes and
scrutiny.
government objectives.
R18
There is a risk that
R03 - That the Programme does not
Liz Bundy, A/g Medium Review stakeholder engagement approach
stakeholder
effectively collaborate with key internal and
General
and communication channels applied
engagement and
external stakeholders.
Manager
Escalation of issues through the General
communication does not
Integrity
Managers
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IMD
Integrity Modernisation Division
MYEFO
Mid-Year Economic Fiscal Outlook
NPP
New Policy Proposal
OCI
Online Compliance Intervention
PAYG
Pay As You Go
PIR
Post Implementation Review
SIWP
Strengthening the Integrity of Welfare Payments
SRO
Senior Responsible Officer
UAT
User Acceptance Testing
8 References
This document should be read in conjunction with:
-
Employment Income Matching - Project Plan
-
Employment Income Matching – Risk Plan
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