1、State of ArizonaDepartment of RevenueBusiness Reengineering/Integrated Tax System (BRITS) Phase ICompendium of DeliverablesExecutive SummaryJanuary 15, 20011Section Page1. Project Background . . . . . . . . . . . . . . . . . . . . 3 2. Key Accomplishments . . . . . . . . . . . . . . . . . .43. Concl

2、usions . . . . . . . . . . . . . . . . . . . . . . . . . . .64. Future Directions . . . . . . . . . . . . . . . . . . . . . . .95. Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142Business Reengineering/ Integrated Tax System (BRITS) Phase ICompendium of DeliverablesExecutive Su

3、mmaryTABLE OF CONTENTSBRITS Phase I Project Objectives Review DOR information technology, business processes and organization structureDevelop a customer-focused business vision incorporating enabling technologies, streamlined business processes and redesigned organizational structurePrepare a docum

4、ent that will be used in procuring new technology to support the business vision31. PROJECT BACKGROUNDStep 1Step 1Step 2Step 2Step 3Step 3Step 4Step 4Step 5Step 5ProjectPlanningProjectPlanningConduct Internal AssessmentConduct Internal AssessmentConduct ExternalAssessmentConduct ExternalAssessmentCo

5、nduct Best Practices StudyConduct Best Practices StudyDevelop BusinessVision of FutureEnvironmentDevelop BusinessVision of FutureEnvironmentStep 6Step 6Step 7Step 7Step 8Step 8Step 9Step 9Conduct TechnologyTrendsReviewConduct TechnologyTrendsReviewDevelop High-Level RequirementsDevelop High-Level Re

6、quirementsDevelopAcquisition Strategy andProcurement DocumentDevelopAcquisition Strategy andProcurement DocumentPrepare Cost AnalysisReportPrepare Cost AnalysisReportBRITS Phase I Project Approach2. KEY ACCOMPLISHMENTSConducted Internal AssessmentInterviewed DOR management and staffDocumented curren

7、t technology environment and key operational issuesConducted External AssessmentGathered information from:Governors Office, GITA, State TreasurerPresident of the Senate, Speaker of the HouseJoint Legislative Budget Committee (JLBC)Auditor General, Department of Administration (DOA)Arizona Tax Resear

8、ch Association (ATRA), Arizona Republic NewspaperDocumented key issuesConducted Best Practices Study of:KansasMichiganMinnesotaSouth CarolinaUtahWisconsinMaricopa County Treasurer and Star Center State of Arizona Board of Equalization4Summary of Key AccomplishmentsSummary of Key AccomplishmentsDevel

9、oped Business VisionConducted multiple, facilitated sessions with DOR leadershipProvided Technology Trends ReviewResearched and reviewed relevant technologies both for DOR leadership and for GITADetermined Acquisition StrategyDecided upon gainsharing as the optimum approach for procuring new systems

10、Conducted Change Readiness AssessmentSurveyed total of 100 DOR staff and managers from all DivisionsConducted IT Staff Skills SurveyAssessed current skill levels of 98 IT Division staffCompleted Organizational Structure AssessmentRecommended new organizational structure to support business visionDev

11、eloped Request for Proposals (RFP)Included business requirements, technical requirements and gainsharing approachDeveloped Cost AnalysisUsed cost information provided by Kansas, Virginia and HawaiiDeveloped compendium of all project deliverables5DOR Processes, Organization, Technology and SkillsDOR

12、ProcessesCurrent business processes are largely organized by function (Tax Types)Processes are document-centric rather than data-centricDOR Organizational StructureDOR is largely organized by function (Tax Types)Customer focused services imply system integrationSystem integration implies organizatio

13、n by business processDOR will need to undergo an organizational transformationDOR TechnologyDOR mission critical systems are siloed and are technologically obsoleteDOR LAN and Desktops are current (Y2k) and positioned for new mission critical systemsDOR SkillsDOR technical skills reflect current sys

14、temsMany new technical skills will be required for new systemsCritical skills will be:Contract NegotiationContract Management Project Management63. CONCLUSIONSBest Practices Transformation ApproachBest practice approach to customer-centric transformationDevelop new vision and requirementsAcquire bus

15、iness partner via gain-sharingImplement new systemsChange business processes to accommodate new systemsChange organizational structure to match new business processes Many State Tax Departments are moving toward customer-centric, process-oriented, integrated tax systems and organizational structures

16、Already accomplished by State Tax Departments similar to, and smaller than, Arizona in terms of revenue7Best Practices Agency Revenue ComparisonsArizona DOR is Ready for TransformationManagement and staff have consistent view of priorities and willingness to move forwardStakeholders and customers su

17、pport DORs new directionNeed to move from document-centric to data-centric thinking and operationsWell positioned with current technology environmentNetwork, desktop, new technologiesInsight as to how to proceed from those who have been there (South Carolina, Kansas, Virginia)By revenue, it is now A

18、rizonas turn for transformation8State Revenue Integration “Magic QuadrantBusiness VisionThe Business Vision describes how DOR will deliver services in the future and is based on the concept of customer-centricity, which leads to three major business processes. DORs Business Vision is:Customer Servic

19、e/Relationship ManagementAssist customers in fulfilling their tax obligations by facilitating prompt customer registration, anticipating customer needs and providing education, responding effectively to customer inquiries, and providing timely and accurate account maintenance and adjustmentsChannel/

20、Processing Management Make filing tax returns and fulfilling tax obligations as easy as possible for the taxpayer, and to effectively and accurately capture, process, store, retrieve and provide needed tax informationCompliance/Enforcement ManagementEffectively capture and use information to ensure

21、correct returns, assist in identifying non-filers and selecting taxpayers for audit, and to use automation wherever possible to efficiently conduct audits, collect returns and receivables due after audits, and process cases through hearings and bankruptcies94. FUTURE DIRECTIONS10Conceptual Architect

22、ureMultiple Input Media (no wrong door) with immediate automated system data capture (no paper)Process-oriented, integrated systemsCustomer Relationship Management System (CRM) that records every customer contractWorkflow System that controls internal transaction processingIntegrated Operational Dat

23、a Repository that stores all data in normalized, integrated databaseData Warehouse/ Decision Support System for point in time and trend analysis for management feedbackSystem cost estimates based on comparisons with comparable integrated tax systems implemented in Kansas, Virginia and Hawaii11Estima

24、ted System CostComparison of Gainsharing & Traditional Procurements Traditional Agency defines the solution “Lowest responsible bid wins Different goals Vendor goal: cost minimization Agency goal: contract compliance Agency carries all financial risk Project can “drag-on; technology becomes obsolete

25、, business needs changeFunding by agency appropriation Gainsharing Collaboration on solution “Best value wins Aligned goalsRaise revenueProject success Financial risk shared with vendor Timeliness risk shared with vendor Funding of subsequent phases from benefits of earlier phases possible12Private

26、business partner provides project investment dollars “up frontBusiness partner gets paid from the incremental revenue generated as a result of improvements “Quick Hit improvements provide “seed moneyIf the project fails to achieve the required revenue gains, the business partner does not receive ful

27、l payment GainsharingProposed DOR Organizational StructureAssessed current DOR organizational structure against the Business Vision and the Conceptual ArchitectureUsed States of Kansas and South Carolina as best practice modelsDeveloped proposed organizational structure that provides s strong base for administrative and support functions, and organizes current programs around key business processesCustomer Service ManagementProcessing ManagementCompliance/Education Management13Property TaxProcessingManagementCustomer Se