2018 Visa Processing Operating Model Business Transformation Deliverable

Version 1.1 5 December 2014

Document Information

History

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Version Issue Date Audience Summary of Changes

1.0 19 November 2014 Mark Bermingham Minor updates

Contents

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Content Page

1. Executive Summary 4

2. 2018 Future Operating Model Hypothesis 6

• Customer Facing 8

• Design & Control 13

• Operate 17

• Monitor 23

3. Presenting a view of the Future 25

EXECUTIVE SUMMARY 2018 Visa Processing Operating Model

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Executive Summary

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Immigration New Zealand’s (INZ) vision is that in 2015 the organisation is recognised as a trusted partner, delivering outstanding immigration services and bringing the best people New Zealand needs to prosper. The case for change is well documented in the Vision 2015 Strategy, and talks to changes across all elements of INZ’s operating model including process, technology, culture, organisation and information – all targeted at moving the organisation from one reliant on bricks, mortar, people and paper to one that delivers “better customer service for less cost, through simpler, more efficient and more automated processes”. The journey so far… INZ has confirmed a programme of work for 2015 which includes designing and implementing people, technology and process change across a geographically dispersed network of global offices. This has been documented in the 2015 Visa Processing Operating Model (VPOM) deliverable which provided a shorter term description of how INZ’s visa processing system would operate using a mix of legacy AMS and IGMS technology, coupled with a significant proportion of business process change. The changes implemented as part of the 2015 VPOM will significantly modernise INZ’s visa processing operating model through the introduction of online forms, identity management, a new smart triage and process improvements aimed at streamlining and standardising the visa assessment process. However, time and funding limitations will restrict INZ’s ability to design and implement the full scale of change articulated in the Vision 2015 strategic document.

Beyond 2015 the journey will continue The reality is that the VPOM will continue to change and evolve beyond December 2015. Therefore, the 2018 VPOM has been developed by the Business Transformation team at the request of the Programme to provide a future focused artefact that can: • Serve as a reminder of the fuller intent and aspirations set out in Vision 2015 • Document the opportunities that further investment might enable • Inform future business case development. • Inform and/or guide future design discussions The content of this document builds on the 2015 VPOM and in some areas expands on the opportunity identified over the short term. It has been structured using hypothesis statements against each of the operating model components - Customer Facing, Design & Control, Operate and Monitor to inform future design. The 12 hypothesis statements reflect the opportunities available to INZ assuming future investment in enabling technology and a continuing move toward the aspirations laid out in the original Vision 2015 Strategy.

Executive Summary cont.

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INZ is clear how the 2015 state will be achieved – via completion of ~29 critical work packages. However, there are still choices on how the operating model will continue to evolve and how INZ will achieve the full aspirations of Vision 2015. An operating model is never static, therefore it will evolve through a combination of informed design choices, continuous improvement and further investment in technology.

The document is intended to be used as a starting point for further investigation by INZ. Where applicable, the hypothesis statements are supported by leading practice insights and recommended considerations to inform future design discussions.

FUTURE OPERATING MODEL HYPOTHESIS 2018 Visa Processing Operating Model

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Customer Facing

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The customer offering and experience will fundamentally change in the next 12 months as INZ implements the shifts required across the customer facing business capabilities of the 2015 VPOM. By 2018 it is predicted that the following features will be in place: • INZ will offer a consistent multi-channel model that is coordinated and

delivers choice to customers. • INZ will broaden its online offering to include groups functionality,

enabling high volume like applications to be submitted online as well as the balance being supported by some form of digitisation

• Third parties and partners will be measured on the consistency, timeliness and quality of service they provide, with arrangements centrally managed.

• New processes and procedures supporting the standardisation of the way INZ communicates and engages with customers

• Customer feedback, preferences and behaviours will help to inform the design, delivery and continuous improvement of the INZ customer experience with a clear customer voice established within INZ.

There are a range of considerations that should inform any future design of the operating model that will enhance the customer experience, beyond the scale of work prioritised for 2015. These are outlined on the following pages.

Today 2015 2018

A disconnected and misaligned customer interface and

experience delivered through a limited range of channels

Move toward an integrated multichannel offering that delivers a consistent experience regardless of the channel choice, with face to

face delivered primarily by partners

The INZ customer support model will be fully integrated and adapted to suit a global task

based model, and customer insights will inform the design, delivery and continuous

improvement of the INZ customer experience.

CUSTOMER FACING

Figure 2 - Anticipated future changes to the INZ customer offering

Sustaining a multi-channel model that continues to be fit for purpose for customers and INZ alike

The 2015 VPOM introduces a new application channel option for customers and will deliver self serve visibility of application status through an applicant’s online account. However, customers will take time to adapt, and it is likely that many customers will continue to use 'traditional' channels for a period of time as they get use to the new online model. There will also continue to be customers who don’t use digital channels by choice or through location limitations. So beyond 2015 INZ will need to make sure that a range of channels remain available, they are complimentary and coordinated and support customer transition if they choose to switch between channels. Leading Practice When introducing new or changed channels leading organisations: • Consult customers in the design and development of access

channels. • Involve customers in defining and implementing their experience of

interaction with the organisation. • Recognise that customer preferences for channels will constantly

change as new channels emerge and old ones decline. • Ensure that the channel strategy is operationalised as an enduring

activity involving ongoing information gathering, analysis, insight and continuous improvement of the data collection process.

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The Future Opportunity There is an opportunity for INZ to embed a team/role that monitors customer channel preferences which will ensure the multi-channel model meets the needs of customers and supports a ‘no wrong door approach’. This could involve the establishment of an in-house Channel Team – which will be responsible for: • Ensuring the new digital channel is fully integrated into the existing customer

offering. • Drive uptake of the online channel. • Monitor the effectiveness of channel incentives. • Central coordination of the multi-channel experience. • Reviewing cost to serve insights to inform improvement opportunities. • Monitoring of channel uptake, conversion rates, channel migration patterns. • Reviewing the channel offering and mix to ensure it continues to meet the

needs and preferences of customers.

Customer Facing – Future Design Considerations

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Figure 3 - Future integrated multi-channel model

Centralisation of all third party and partners arrangements

Greater use of partners and intermediaries in the delivery of activities directly related to the assessment process will require more rigorous contract and relationship management. This will ensure the experience received by INZ customers is consistent regardless of where they are applying from, their channel of choice or the third party with whom they interact with on behalf of INZ. The 2015 VPOM is looking specifically at achieving greater coordination and consistency in relation to partner programmes, however centralisation of third party contract and relationship management in general was de-prioritised as a discrete work package as it was not deemed critical to the achievement of the December 2015 end state. Beyond 2015 INZ should look to centralise third party management which is currently spread across Visa Services and Service Design & Performance. This will allow INZ to: • Improve the extent to which the organisation can define and prescribe the

standards and expectations for trusted partners and third parties delivering services on behalf of INZ; and

• Drive efficiencies in monitoring and assurance activities through centralisation

Leading Practice In order to achieve greater consistency in third party performance leading organisations: • Centralise the contract management process which allows the organisation to

track legal responsibilities, financial obligations and compliance with SLAs. • Standardise the processes that support requests and changes to SLAs to make

it easier for management to accurately recognise the difference between contract violations and legitimately changing needs.

• Require all departments or business units directly affected by the delivery of a service to file periodic, standardised quality and satisfaction reports with the contract service manager. This allows for the effective investigation of problems and facilitates the renegotiation of contracts.

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Customer Facing – Future Design Considerations

The Future Opportunity Establish a role/capability that brings together the management and oversight of all third party arrangements critical to the visa processing system. This role would be responsible for: • Defining the contribution and role third parties and partners will play in

delivering the INZ customer experience. • Standardising of performance expectations to ensure delivery of

consistent service regardless of provider and/or location. • Establishment of global SLAs which are centrally managed and

monitored. • Coordinating and managing variations to service levels. • Establish mechanisms to ensure third party /partner feedback and

insights can be centrally coordinated and fed into the customer insights team.

A decision would need to be made as to where this capability should reside. Future options may include: • Incorporating it within Visa Services thereby extending the breadth of

the existing Commercial Relationship function (beyond VACs to all third parties); or

• Establishing a formal role as part of the Performance and Assurance function within the Service Design & Performance Division.

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Empower ICC and partners with information & tools to deliver a great customer experience The 2015 VPOM will see a standardisation in the way customers are communicated with during the visa assessment process. Some of the changes that will be delivered include: • Status queries managed via the applicant’s online account and ICC • No physical front door to INZ, with face to face customer contact delivered by

partners • ICC will be reviewed to ensure it is able to manage the initial increase in expected

customer calls. The 2018 VPOM extends the customer communication model to support a global task based processing model. This will place greater distance between the customer and the Immigration Officer resulting in a change to the way in which direct customer contact is delivered. Some of the key changes from the current model include: • Most applications will no longer have an identified case officer • Applications may be managed in a country different from the one the applicant is

residing in, so different time zones may hinder the ability for applicant to directly contact the person working on their application.

• Customers will rely more heavily on the ICC having a view of all their information and therefore expect them to have all the answers to their queries.

Leading Practice • Leading organisations recognise that changing customer interaction behaviour

takes time, and often requires a combination of: – Short-term investment in existing preferred (or known) channels in order to

successfully transition customers. – A dedicated customer relations team that receives and handles complex

customer queries, policy related issues and unusual customer requests or special needs that cannot be readily resolved by front-line workers.

– Ensuring that front line staff have the necessary systems, supporting reference materials and access to experts to empower them to effectively resolve upward of 80% of customer issues at the initial point of contact.

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Customer Facing – Future Design Considerations

The Future Opportunity Beyond 2015 INZ should ensure partners and intermediaries delivering services on its behalf are equipped with access to systems and supporting information that empowers and enables them to effectively deliver a consistent customer experience and satisfactorily meet the needs of customers at the initial point of contact. This may be achieved through the delivery of self-serve third party portals with appropriate information and access rights tailored to third party requirements. There will be an ongoing need to review and monitor the role that ICC can play in supporting global customers and exploring the opportunity to provide the ICC with an integrated one-source of customer data via new/enhanced tools. These tools would need to provide the ability to track, record and monitor interactions and status.

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Figure 4 - Anticipated changes to the customer interaction model

Establish a customer ‘voice’

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Customer Facing – Future Design Considerations

The Future Opportunity The supporting infrastructure is needed to ensure customer views are captured and used by INZ. Beyond 2015, Visa Services should consider the benefits of appointing a senior role which is responsible for taking a holistic view of the customer (as well as intermediaries through which INZ services are delivered to the customer). There may also be an opportunity to bring together other activity such as complaints management to achieve greater transparency and consistency regardless of the channel chosen by the customer. This will enable INZ to achieve economies of scale as a result of customer focused activity being concentrated in one team. The role/team could be responsible for: • Analysis of customer interaction and enquiry/complaint handling

data to ensure findings are fed into improvement and redesign activities.

• Using customer intelligence to predict future customer trends and changes in behaviour which can be used to inform decisions on target markets, products as well as footprint opportunities.

• Regular monitoring through use of clear metrics on how well customer needs are being met.

• Proactive customer engagement to solicit feedback and insight.

Currently, there is no clear representation of the customer within INZ. For INZ to become more customer centric in the design and delivery of visa processing services, there is a need to ensure that customers views are well understood by the organisation. The recent Service Design & Performance restructure clarified that ownership of the customer experience resides with Visa Services. Currently there is no dedicated capability within the Visa Services structure, and while the 2015 VPOM will establish a customer insights capability that can support the continuous improvement of the customer experience, this will be in its infancy by December 2015. So INZ need to recognise that this will be an ongoing investment to ensure the organisation is doing more than just tracking online uptake, gathering customer complaints data and the quarterly customer satisfaction survey. The richness of customer interaction and behavioural data and the conversion of that into actionable intelligence will inform future decision making . Leading Practice Customer feedback is a powerful tool, not only for understanding customers’ experience and satisfaction with services, but also for developing strategies to improve those services. Leading organisations: • Have a rich understanding of their customers and use this insight to

differentiate themselves in the market, by truly meeting the needs of customers, even where these needs change by customer segment.

• Treat every point of contact as an intelligence gathering opportunity. • Recognise that they should use customer insight to drive transformational

change and performance improvement. • Use customer intelligence to inform organisational decision making. • Constantly review their channel mix to ensure it remains complimentary,

and targeted to encourage and support the use of low cost channels

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Design & Control

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Today 2015 2018

Greater centralisation of processes, practices, relationships and activities, and

establishment of capabilities essential to the success of a global processing model

Ongoing maturity of the visa processing operating model will allow the footprint of the

visa processing system to be rationalised utilising Hubs for core processing activity, and

Satellites for verification tasks

DESIGN & CONTROL Lack of core central capabilities

to govern a global processing model

There are a range of considerations that should inform any future design activity beyond the scale of work prioritised for 2015. These are outlined on the following pages.

Process and technology changes will need to be reflected in the organisational arrangements of Visa Services including structure, roles, accountabilities and footprint. While many of the new capabilities identified for the 2015 VPOM will be reflected in the new Service Design and Performance structure, going forward Visa Services will also need to address how it is structured to fully take advantage of a global processing model. In 2018, we would expect Visa Services to: • Have implemented the branch review programme resulting in a

rationalisation of the existing footprint • Have moved to a Hub and Spoke model which would concentrate

processing activities in Hubs with Satellites performing specialist verification tasks

• Implemented global demand management and be successfully moving work between sites, informed by a single source of workforce capability information

• Align the leadership model to provide the necessary visibility and ownership enablers critical to a global processing model.

Consolidate processing activities in Hubs

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Design & Control – Future Design Considerations

The Future Opportunity The opportunity to transition processing work to Hubs and review INZ physical footprint will become very real as technology and business change is bedded in, and benefits are realised. The nature of work performed in Satellites will change, along with the skills, capabilities and size of Satellite offices to : • Support in market verification activities for medium /high risk

applications • Deliver market facing activities in support of wider INZ initiatives • Support NZ Inc. relationship management activities Beyond 2015, INZ should move to implement the full intent of the global service delivery model – consolidating processing activity in fewer, larger hubs and reviewing the role and capability requirements of Satellites, with the ultimate intention of further rationalising the Visa Services footprint.

The changes introduced as part of the 2015 operating model will enable Visa Services to enhance the mobility of work and start to consider where processing activity is performed. In the short term all INZ sites will retain the ability to process applications, with low risk work expected to be done primarily in Hubs with Satellites retaining applications of higher risk due to the need to have specialist in-market knowledge. However, by 2018 it is expected that INZ will have: • Been successful in concentrating high volume processing activity within

Hubs. • A well established global demand management and processing function. • Implemented the branch review programme resulting in a

rationalisation of the existing footprint. • Redefined the role of Satellites to focus more on performing specialist

verification tasks; and • Skills based routing to support the distribution of work to the right

resource. • Standard processes across the global network enabling greater quality

and transparency in application processing and decision making . Leading Practice Key to an organisation’s ability to operate globally is to: • Have a clear understanding of how the location of each site helps to

achieve the strategy • Identify opportunities to rationalise their physical locations and achieve

economies of scale • Ensure that the roles, accountabilities and interactions between

functions, sites and third parties are clear and that all understand their contribution to the achievement of the strategic objectives.

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Figure 5- Anticipated changes to the nature of work performed in Hubs & Satellites

Align the VS structure to meet future requirements

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Design & Control – Future Design Considerations

The Future Opportunity In order to support and embed the shift to global processing Visa Services structure will need to be realigned to support the future ambitions of INZ, the new capabilities required and future global reporting requirements. A high level description of each of the proposed functions is provided on the following page.

For the purposes of the 2015 VPOM the Business Transformation team were directed not to review the organisational structure of Visa Services. However, once the 2015 changes are implemented, Visa Services will need to ensure their structure is able to provide visibility of the critical success factors inherent in the global processing model as well as incorporating any new capabilities required. Specifically, the success of the global processing model will rely on the GM Visa Services having clear line of sight of the following: • Global demand and forecasting • Capacity of any given site • Capability of workforce to support the routing of work to the right

capability • Customer experience across all channels • Global adherence to standard processes The impacts of this will involve reviewing the current geographic leadership model, and may require a shift as depicted on right. Leading Practice How an organisation is structured is first and foremost driven by the future business requirements, the types of activities that need to be performed and the measures that are regarded as important for monitoring success. Leading organisations recognise the importance of: • Ensuring new capabilities and accountabilities are aligned correctly to

the formal organisation chart; and • Align their structure in advance of transformational change to reflect

the future strategic priorities.

Visa Services

Demand

Capacity

Capability Customer

Process

Visa Services

Operations

VAC Partners

Offshore West

Offshore East

Pacific

NZ

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Figure 6- Potential shifts in VSLT function and focus

From To

Align the VS structure to meet future requirements cont.

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Global Processing View The future operating model will move away from geographic and/or product specialisation, with performance of both Hubs and Satellites being reported globally. Regional and area management will still be required, but Visa Services will need to adopt a global view to assist in monitoring process consistency and measuring the health of the new visa processing system. For example: • Process consistency by site / product • Cost to serve transparency across processing

sites • Consistency of Immigration Officer

throughput by product / site etc. • % consistency in processing times between

sites • End to end processing time - by product,

site, risk stream • Verification completion time

Visa Services

Demand

Capacity

Capability Customer

Process

Global View of Demand & Capacity The future operating model is underpinned by the ability of Visa Services to determine where work will be performed. This is reliant on having: • One global queue, which will be managed

centrally provides Visa Services with visibility of real time demand, volume trends, market / country / product peaks.

• Real-time visibility of site capacity – headcount and availability

Global view of capability A key feature of the future operating model is the ability for the system to route work to the most appropriate capability. This will require Visa Services to ensure it at any point in time knows the people capability (generic versus specialist) and where it is located within the global business. This may involve reviewing how individual capability (experience, knowledge, market and risk etc.) is recorded / tracked and using this information to inform not only the task allocation process, but also the global workload demand.

Global View of Customers

Local customers will be a thing of the past, as Visa Services aligns its customer offering to accommodate global customers. Establishing a customer capability will ensure Visa Services (as owners of the customer experience) continuously learn and adapt to the changing needs of customers

7 Design & Control – Future Design Considerations

Operate

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The Operate component of the VPOM focuses on how visa processing activities are operationalised in the field. It represents the activity that is predominantly concentrated in the 28 INZ processing sites. The 2018 VPOM assumes that INZ will achieve its goal of moving to a global processing model that supports: • Digitisation of remaining forms and supporting application information • Assess and decide enabled by task based workflow • An auto approve stream whereby high volume, low risk work can be

system approved. • Skills based routing will ensure work is matched to the right capability. • A shift in the culture of Visa Services and INZ evidenced by:

– Higher levels of trust in each other’s work – Oversight and adherence to standard processes – Continuous improvement and determination of best practice – Significant improvement in outcomes of speed, quality and cost.

Today 2015 2018

Consistent processing practices which will support the mobility of work and minimise over processing, supported by new technology which will automate

some identity and health assessment activities

Task based global processing, skills based routing of work all

underpinned by a culture of trust

OPERATE Decentralised processing operation characterised by local variations and

practices, and a lack of alignment between common roles

The following pages outline a range of considerations that should inform any future design activity beyond the scale of work prioritised for 2015.

Digitisation of remaining forms and supporting application information

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The Future Opportunity INZ should continue to explore the viable options to support digitisation. By adopting a consistent approach to digitising data INZ will be able manage work and capacity across the globe. Having digitised applications allows work to be transferred anywhere, whether to smooth peak demand or to redirect specific work from the receiving branch to a centralised processing location. Whether work management is enabled via a workflow solution or via a extensive reporting there will be visibility of demand, capacity and performance across all branches in INZ.

The 2015 VPOM will enable up to 60% of applications to be submitted online. However, with no immediate investment in full digitisation of remaining forms, the reality for INZ is that in December 2015 the organisation will support a mixed processing model which includes online applications as well as those submitted in paper format. Beyond 2015 it is expected that there may be additional online forms for certain visa categories. There is also the opportunity to fully digitise all application information coming into INZ. The business has already identified that digitised information will in fact help achieve the following: • Smooth the peaks through efficient workload demand. • Derive economies of scale through centralisation • Take a global view of resource deployment, capacity planning &

management. • Reduce organisational reliance on physical records • Decouple application processing from location

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Task Based Assess & Decide

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Operate – Future Design Considerations

The Future Opportunity Beyond 2015, INZ should look to refresh and review the key decisions made as part of the Triage, Assess and Decide workshops that were completed in June 2014 with a wide range of business stakeholders. The outputs describe the intent of a future task based model which uses a consistent triage to assess risk, and then differentiates intervention accordingly.

While the 2015 operating model introduces aspects of task based processing (via eMedical and identity), the assess and decide activities will be performed in AMS with case management being retained as the default technology tool to support assess and decide. The future opportunity for INZ is to realise greater efficiencies through the extension of task based processing to assess and decide activities – where the bulk of assessment effort is concentrated. This will enable the business to run parallel processes, as well as removing physical location as a barrier to assessing discrete parts of an application in different processing sites. During May- June 2014, the Business Transformation team ran a series of workshops focused on defining the tasks, sequencing, exceptions and reporting requirements of moving to task based Assess & Decide. These relate to how task management could be applied to: – Negligible and low risk applications – Medium and high risk applications – Health assessments – Verification – Reporting – Queues and work allocation It is important that this work is not lost and is used to inform any future design thinking.

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Figure 7- The 2018 future process model

Skills based routing to ensure right work to right role

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Operate – Future Design Considerations

The Future Opportunity Beyond 2015, INZ should explore the viability of a skills based routing system similar to that used in the Immigration Contact Centre. The implications of this may include: • All Immigration Officers being assigned role attributes akin to

product, market, risk and possibly language skills. • Training requirements aligned to manage IO competency across role

attributes. • Central repository of competency information held, and kept up to

date.

The intent of the 2018 VPOM is to build flexibility and to broaden the skill sets of Immigration Officers to support multi-product processing. Key to this is the ability to route work to the right capability. There is an opportunity to process work anywhere and for work allocation to be enabled by skills based routing –a call-assignment strategy commonly used in call centres, which assigns incoming calls to the most suitable agent. For INZ, the implementation of a global queue, and consistent triage rules engine may enable skills based routing to be a viable approach to ensuring the right expertise and skill sets are being applied to each application, thereby ensuring consistency in not only cost to serve, but processing time and decision quality.

Leading Practice Call centre organisations who have successfully implemented skills based routing can realise a range of benefits including: • Improved agent efficiency - agents handling calls in their areas of

expertise can do so much more efficiently rather than 100 agents with limited experience in every area.

• Resolution of the problem on the first call - customer with a unique problem can be connected to an agent who can usually solve their problem on the first call, avoiding repeated customer call backs.

• Call handling time is reduced. Since agents are familiar with the specific issues, it takes considerably less time to address the customer’s problem.

• Greater customer satisfaction - with timely resolution of their issues, customers will no doubt be more satisfied with the overall contact experience.

Figure 8 - Example skills based routing based on common role attributes

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Changes to the skills profile of processing staff

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Operate – Future Design Considerations

The Future Opportunity Beyond 2015, Visa Services should : • Look to define the future skills and capabilities that will be required

in a Hub as distinct from a Satellite. • Develop a Talent Management Strategy and segmentation map

aligned to future needs. • Align roles, training and remuneration to reinforce the shift to multi-

product, risk based processing. • Explore opportunities to utilise roles in key locations to support

wider INZ or NZ Inc. initiatives.

IGMS was identified as a critical enabler as part of the Global Service Delivery Model (GSDM) project undertaken in 2012, which would allow the organisation to reduce its reliance on a “inflexible network of one size fits all branches”. At that time, IGMS was due for completion in June 2015. The 2018 VPOM assumes that the IGMS capability will be in place, thus allowing the full intent of GSDM to be realised. That is: • For Hubs to be primarily focused on large scale visa processing • For small-mid sized Satellites to focus on verification of customer

information. Skills based routing will also necessitate the realignment of roles to reflect the attributes of product, market and risk. As a result the nature of work performed in each site will change, as will the required skill sets of the roles. For example - Immigration Managers will likely become more focused on leadership and efficiency as allocation and workflow activities are automated. There is an opportunity for INZ to plan ahead in terms of defining the skills and capabilities it will need in order to support a multi-product, global processing business. This will start to inform future recruitment activity. Leading Practice In order to ensure an organisation is future proofed in terms of the skills and capabilities it needs to either build, develop or buy, leading organisations: • Take practical steps to identify the skills, knowledge and experiences

needed to deliver on the strategy with a 3-5 year horizon documented in a Talent Management Strategy.

• Undertake a talent segmentation assessment (sample shown on right) to identify the talent that is strategic and/or core versus unnecessary / non foundational.

• Have a workforce plan in place to manage the shifts over time.

Figure 9 – Example Talent Segmentation Map

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Achieving culture change

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Operate – Future Design Considerations

The Future Opportunity INZ should initiate a culture change programme that will define the behaviours and ways of working expected as well as the reinforcing mechanisms required to support the organisation’s cultural shift between 2015 and 2018. This should include exploring the following culture levers: – The control systems in place which provide much of the formal

frameworks supporting the culture. – Symbols which provide the visual cultural cues – Routines and rituals unique to INZ that reinforce / inhibit the

behaviours the organisation wants to foster – Stories that bring the INZ culture to life – Power structures present in the organisation – Communication tools and techniques used.

Culture change goes hand in hand with transformational change programmes. Often the focus in the first instance is on ensuring the technology and processes are right, however it is equally important to ensure that the core behaviours and ways of working reflect the strategy and help the organisation achieve its objectives. Culture change can be incremental – so INZ needs to recognise that efforts started to achieve 2015 success will need to be supported with ongoing activity and investment to define, embed and demonstrate the new ways of working that will be characterised by: • Higher levels of trust in each other’s work • Process excellence through standardisation and enhanced quality control • Knowledge sharing through informal and formal networks • Continuous improvement and learning • Central allocation of work (as opposed ‘from my Immigration Manager’) • Accountability for contributing to the learning system. Leading Practice Organisations embarking on culture change will: • Spend the time developing a map of core behaviours or key ways of

working • Ensure leaders performance is tied to their role as culture leaders • Identify culture champions at various levels within the organisation to

drive local initiatives consistent to the common culture. • Have the reinforcing mechanisms for staff – either through linking

elements of individual performance to culture, recognition programmes etc.

• Regularly conduct assessments of core behaviours to ensure they are still the most relevant in terms of enabling the organisation to deliver on its strategy.

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Figure 10– Culture levers to consider as part of a culture change programme

Monitor

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The 2018 VPOM assumes that INZ will be a global business with greater automation through enabling technology and transformed business processes. This will likely result in: • New and refreshed measures being identified that will drive the performance of

the model. • Immigration Officers will be consistently managed across the network resulting

in greater ability for INZ to assess decision consistency, cost to serve, quality and end to end processing time.

A high level view of the likely future metrics that the 2018 model will rely on is presented on the following page. Many of these will be implemented as part of the 2015 VPOM.

Today 2015 2018

INZ has defined and implemented a set of metrics which will measure the performance of the

operating model

Global processing metrics embedded and informing the performance of the operating

model

MONITOR Metrics today are not fit for purpose for a global processing model

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The Future Opportunity The success of the future operating model will necessitate a shift away from geographic and regional/area performance reporting to global system reporting. The opportunity for INZ is to review: • Where accountability for these

metrics resides • How the business will monitor and

measure these • The new/changed capabilities that

will be required to support the model

• The changes in behaviours, capabilities and structure that may be needed to accommodate the new approach to measuring and monitoring performance.

Global processing will change the focus of INZ key performance metrics 13 Monitor – Future Design Considerations

PRESENTING A VIEW OF THE FUTURE 2018 Visa Processing Operating Model

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The 2018 state will be achieved through deliberate future design choices

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The following pages summarise the design opportunities available to INZ assuming future investment in technology is secured. Using the standard process model it presents a view of the potential 2018 state through the following lenses: • Customer • Technology • Process • Organisation and People capabilities It brings together the known features of the 2015 VPOM, and includes reference to those 2018 features which have yet to be fully considered or designed. Ultimately the 2018 VPOM will be achieved through deliberate design choices which may be informed by the high level propositions or hypothesis statements detailed in the earlier parts of this document.

An operating model is never static. Beyond 2015 INZ’s operating model will continue to evolve through continuous improvement and further investment in

technology.

Customer

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Integrated Channel Offering Providing choice to customers and their agents, supporting a no wrong door approach and enabling customer channel switch. Consistent experience delivered by INZ partners Managed and monitored through consistent SLAs and assurance practices

Status visibility provided throughout the application process Provided by the online account, and supported by integrated single view of client , and consistent customer communications

Expanded use of paperless visas Most approved visas will not have a visa label printed and an will serve as the visa record

Auto approve The system will have the ability to identify those applications that pose negligible risk to NZ and flag them as candidates for auto approval, streamlining the time to process even further.

Proof of entitlement Applicants will be able to provide evidence to a third party of their entitlement to travel to, enter and remain in New Zealand as granted by INZ. It provides clients the ability to prove their entitlement to undertake activities in NZ that INZ has granted such as ability to undertake employment.

Customer insights Customer needs and intelligence will inform the continuous improvement of the customer experience

The following depicts the combination of changes that INZ could make to the VPOM that will directly impact and/or benefit the customer. It includes reference to the elements that will be implemented as part of 2015 and future opportunities for INZ to consider beyond next year.

Automated third party checks Will increased the speed at which customer information can be sourced verified and/or checked.

Applications will be managed on a task basis – an approach that supports parallel processing reducing the overall transaction time for customers.

Broader Online Offering By 2018 Student, Work and Visitor will be available online. For a high proportion of applicants this will deliver convenience and 24/7 access regardless of where they are located.

Technology

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Auto approve The system will have the ability to identify those applications that pose negligible risk to NZ and flag them as candidates for auto approval, streamlining the time to process even further

Business Rules Engine (BRE) and Risk & Value Triage The BRE provides automated business rule execution. The Risk and Value Triage will use business rules to determine an application’s risk and value level. The levels assigned to an application will enable the system to determine the level of interaction or scrutiny applications receive.

B2B Gateways & Portals Business to Business Gateways / Portals will provides an e-channel interface for external party systems to interact with INZ.

Task Based A&D and DMS The system will support the determination, generation and completion of tasks to enable INZ to reach a decision and communicate to appropriate parties. While the system will automatically determine the appropriate tasks, generate and complete these – it will also support manual work. This interfaces with the Document Management System (DMS) repository for storage and retrieval of documents and binary artefacts associated with customers and cases.

Digitisation The visa processing model will support the full digitisation of information submitted outside the online channel – either via VACs trusted partners or by clients themselves.

Immigration Health System Automated health assessment for majority of cases

Skills based routing Tasks will be completed by the most appropriate capability in a sequence that equips a decision maker with a complete picture on which to make a balanced and informed assessment.

Identity Management Identity match and resolution technology with supporting biometric capabilities

The following describes the summary of technology changes that INZ could choose to invest in to support the evolution of the VPOM beyond December 2015. It combines elements and functionality that will be implemented as part of 2015.

Integrated CRM To support the capture and maintenance of customer interactions with INZ providing a single integrated client view

Interactive Online Account The online account will support two-way interaction between the client and INZ

Process

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Task Based A&D All lodged visa applications will require one or more tasks to be completed before INZ can reach a decision on whether to grant a visa and communicate this decision. These tasks will be standardised globally.

The following describes the summary of process changes that are expected to be in place as a result of the 2015 VPOM. Opportunities will continue to exist for INZ to continuously improve processes as they bed in, as well as exploring task based assess and decide.

Standard communications Consistent processes and practices adopted to support customer interactions and communications.

Standardised quality processes will be in place by 2018

Standard feedback loops and supporting processes - to support the ongoing maintenance of the INZ learning system

Centralised governance To monitor performance of trusted partners

Centralised governance To monitor performance of third parties

Customer insights New processes governing the capture and analysis of customer intelligence will be introduced as part of 2015

Triage and allocation Triage and allocation processes will be globally standard in 2018

Standard verification processes Verification practices and processes will be globally standard by 2018

Process Management Framework & global operations manual Will help ensure process consistency

Organisation & People

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Rationalised footprint As the benefits of 2015 start to be realised, and processing becomes less tied to geography, there will be opportunities for INZ to operate across a reduced footprint

New culture characteristics In 2018 the INZ culture will reflect: • Higher levels of trust in each other’s

work • Process excellence through

standardisation and enhanced quality control

• Knowledge sharing through informal and formal networks

• Continuous improvement and learning • Central allocation of work (as opposed

‘from my Immigration Manager’) • Accountability for contributing to the

learning system

Fit for Future Structure • Aligned leadership model to reflect

focus on global operations and reporting

• Consistent and common roles – w ill perform similar tasks regardless of location, based on the standard process model

• Align roles, training and remuneration to reinforce the shift to multi-product, risk based processing.

New identity capability Identity services will perform specialist tier 2 identity resolution tasks

New health assessment capability

Customer insights New capability to capture and monitor customer intelligence and insights

Fit for purpose ICC Skilled and scaled to meet the needs of INZ customers

Specialist Role for Satellites The nature of work performed in Satellites will change, along with the skills, capabilities and size of Satellite offices to support in market verification activities for medium /high risk applications, deliver market facing activities in support of wider INZ initiatives

Fit for purpose Operations Function Skilled and scaled to meet the changing system needs

The following describes the combination of people related changes including skills, capability and organisational changes. Some of these will be implemented as part of 2015, whereas others are opportunities that INZ should not lose sight of.

FTE efficiencies Benefit realisation delivered through people, process and technology changes will enable INZ to operate off a lower FTE base