2018 Visa Processing Operating Model - Business Transformation Deliverable Version 1.1 5 December 2014 - MBIE
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2018 Visa Processing Operating Model Business Transformation Deliverable Version 1.1 5 December 2014
Document Information
History
Version Issue Date Audience Summary of Changes
1.0 19 November 2014 Mark Bermingham Minor updates
2
Contents
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
3
2018 Visa Processing Operating Model
EXECUTIVE SUMMARY
4
Executive Summary
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 Beyond 2015 the journey will continue
and implementing people, technology and process change across a The reality is that the VPOM will continue to change and evolve beyond
geographically dispersed network of global offices. December 2015. Therefore, the 2018 VPOM has been developed by the
This has been documented in the 2015 Visa Processing Operating Model Business Transformation team at the request of the Programme to provide a
(VPOM) deliverable which provided a shorter term description of how INZ’s future focused artefact that can:
visa processing system would operate using a mix of legacy AMS and IGMS • Serve as a reminder of the fuller intent and aspirations set out in Vision 2015
technology, coupled with a significant proportion of business process • Document the opportunities that further investment might enable
change.
• Inform future business case development.
The changes implemented as part of the 2015 VPOM will significantly
modernise INZ’s visa processing operating model through the introduction • Inform and/or guide future design discussions
of online forms, identity management, a new smart triage and process The content of this document builds on the 2015 VPOM and in some areas
improvements aimed at streamlining and standardising the visa assessment expands on the opportunity identified over the short term. It has been
process. structured using hypothesis statements against each of the operating model
However, time and funding limitations will restrict INZ’s ability to design components - Customer Facing, Design & Control, Operate and Monitor to
and implement the full scale of change articulated in the Vision 2015 inform future design. The 12 hypothesis statements reflect the opportunities
strategic document. available to INZ assuming future investment in enabling technology and a
continuing move toward the aspirations laid out in the original Vision 2015
Strategy.
5
Executive Summary cont.
INZ is clear how the 2015 state will be achieved – via completion of ~29 The document is intended to be used as a starting point for further
critical work packages. However, there are still choices on how the operating investigation by INZ. Where applicable, the hypothesis statements are
model will continue to evolve and how INZ will achieve the full aspirations of supported by leading practice insights and recommended considerations to
Vision 2015. inform future design discussions.
An operating model is never static, therefore it will evolve through a
combination of informed design choices, continuous improvement and
further investment in technology.
6
2018 Visa Processing Operating Model
FUTURE OPERATING MODEL HYPOTHESIS
7
Customer Facing
Today 2015 2018
CUSTOMER A disconnected and misaligned Move toward an integrated multichannel The INZ customer support model will be fully
FACING integrated and adapted to suit a global task
customer interface and offering that delivers a consistent experience
based model, and customer insights will
experience delivered through a regardless of the channel choice, with face to inform the design, delivery and continuous
limited range of channels face delivered primarily by partners improvement of the INZ customer experience.
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,
Figure 2 - Anticipated future changes to the INZ customer offering
beyond the scale of work prioritised for 2015. These are outlined on the
following pages.
8
Customer Facing – Future Design Considerations
1 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. Figure 3 - Future integrated multi-channel model
So beyond 2015 INZ will need to make sure that a range of channels
remain available, they are complimentary and coordinated and support
The Future Opportunity
customer transition if they choose to switch between channels.
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
Leading Practice of customers and supports a ‘no wrong door approach’.
When introducing new or changed channels leading organisations: This could involve the establishment of an in-house Channel Team – which will be
• Consult customers in the design and development of access responsible for:
channels. • Ensuring the new digital channel is fully integrated into the existing customer
• Involve customers in defining and implementing their experience of offering.
interaction with the organisation. • Drive uptake of the online channel.
• Recognise that customer preferences for channels will constantly • Monitor the effectiveness of channel incentives.
change as new channels emerge and old ones decline.
• Central coordination of the multi-channel experience.
• Ensure that the channel strategy is operationalised as an enduring
• Reviewing cost to serve insights to inform improvement opportunities.
activity involving ongoing information gathering, analysis, insight
and continuous improvement of the data collection process. • 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.
9
Customer Facing – Future Design Considerations
2 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 The Future Opportunity
of choice or the third party with whom they interact with on behalf of INZ. Establish a role/capability that brings together the management and
The 2015 VPOM is looking specifically at achieving greater coordination and oversight of all third party arrangements critical to the visa processing
consistency in relation to partner programmes, however centralisation of third system.
party contract and relationship management in general was de-prioritised as a This role would be responsible for:
discrete work package as it was not deemed critical to the achievement of the • Defining the contribution and role third parties and partners will play in
December 2015 end state. delivering the INZ customer experience.
Beyond 2015 INZ should look to centralise third party management which is • Standardising of performance expectations to ensure delivery of
currently spread across Visa Services and Service Design & Performance. This will consistent service regardless of provider and/or location.
allow INZ to:
• Establishment of global SLAs which are centrally managed and
• Improve the extent to which the organisation can define and prescribe the monitored.
standards and expectations for trusted partners and third parties delivering
• Coordinating and managing variations to service levels.
services on behalf of INZ; and
• Establish mechanisms to ensure third party /partner feedback and
• Drive efficiencies in monitoring and assurance activities through centralisation
insights can be centrally coordinated and fed into the customer insights
team.
Leading Practice
In order to achieve greater consistency in third party performance leading
A decision would need to be made as to where this capability should reside.
organisations:
Future options may include:
• Centralise the contract management process which allows the organisation to
• Incorporating it within Visa Services thereby extending the breadth of
track legal responsibilities, financial obligations and compliance with SLAs.
the existing Commercial Relationship function (beyond VACs to all third
• Standardise the processes that support requests and changes to SLAs to make parties); or
it easier for management to accurately recognise the difference between
• Establishing a formal role as part of the Performance and Assurance
contract violations and legitimately changing needs.
function within the Service Design & Performance Division.
• 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.
10Customer Facing – Future Design Considerations
3 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 Figure 4 - Anticipated changes to the customer interaction model
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 The Future Opportunity
residing in, so different time zones may hinder the ability for applicant to directly Beyond 2015 INZ should ensure partners and intermediaries
contact the person working on their application. delivering services on its behalf are equipped with access to
• Customers will rely more heavily on the ICC having a view of all their information systems and supporting information that empowers and
and therefore expect them to have all the answers to their queries. enables them to effectively deliver a consistent customer
experience and satisfactorily meet the needs of customers at
the initial point of contact.
Leading Practice
This may be achieved through the delivery of self-serve third
• Leading organisations recognise that changing customer interaction behaviour party portals with appropriate information and access rights
takes time, and often requires a combination of: tailored to third party requirements.
– Short-term investment in existing preferred (or known) channels in order to There will be an ongoing need to review and monitor the role
successfully transition customers. that ICC can play in supporting global customers and exploring
– A dedicated customer relations team that receives and handles complex the opportunity to provide the ICC with an integrated one-
customer queries, policy related issues and unusual customer requests or source of customer data via new/enhanced tools. These tools
special needs that cannot be readily resolved by front-line workers. would need to provide the ability to track, record and monitor
– Ensuring that front line staff have the necessary systems, supporting reference interactions and status.
materials and access to experts to empower them to effectively resolve
upward of 80% of customer issues at the initial point of contact.
11Customer Facing – Future Design Considerations
4 Establish a customer ‘voice’
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 Future Opportunity
The recent Service Design & Performance restructure clarified that
ownership of the customer experience resides with Visa Services. Currently The supporting infrastructure is needed to ensure customer views are
there is no dedicated capability within the Visa Services structure, and while captured and used by INZ.
the 2015 VPOM will establish a customer insights capability that can support Beyond 2015, Visa Services should consider the benefits of appointing a
the continuous improvement of the customer experience, this will be in its senior role which is responsible for taking a holistic view of the
infancy by December 2015. customer (as well as intermediaries through which INZ services are
So INZ need to recognise that this will be an ongoing investment to ensure delivered to the customer).
the organisation is doing more than just tracking online uptake, gathering There may also be an opportunity to bring together other activity such
customer complaints data and the quarterly customer satisfaction survey. as complaints management to achieve greater transparency and
The richness of customer interaction and behavioural data and the consistency regardless of the channel chosen by the customer. This will
conversion of that into actionable intelligence will inform future decision enable INZ to achieve economies of scale as a result of customer focused
making . activity being concentrated in one team. The role/team could be
responsible for:
• Analysis of customer interaction and enquiry/complaint handling
Leading Practice
data to ensure findings are fed into improvement and redesign
Customer feedback is a powerful tool, not only for understanding customers’ activities.
experience and satisfaction with services, but also for developing strategies
• Using customer intelligence to predict future customer trends and
to improve those services. Leading organisations:
changes in behaviour which can be used to inform decisions on
• Have a rich understanding of their customers and use this insight to target markets, products as well as footprint opportunities.
differentiate themselves in the market, by truly meeting the needs of
• Regular monitoring through use of clear metrics on how well
customers, even where these needs change by customer segment.
customer needs are being met.
• Treat every point of contact as an intelligence gathering opportunity.
• Proactive customer engagement to solicit feedback and insight.
• 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
12Design & Control
Today 2015 2018
DESIGN & Greater centralisation of processes, Ongoing maturity of the visa processing
CONTROL Lack of core central capabilities practices, relationships and activities, and operating model will allow the footprint of the
to govern a global processing model establishment of capabilities essential to the visa processing system to be rationalised
success of a global processing model utilising Hubs for core processing activity, and
Satellites for verification tasks
Process and technology changes will need to be reflected in the There are a range of considerations that should inform any future design
organisational arrangements of Visa Services including structure, roles, activity beyond the scale of work prioritised for 2015. These are outlined on
accountabilities and footprint. the following pages.
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.
13Design & Control – Future Design Considerations
6 Consolidate processing activities in Hubs
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 Figure 5- Anticipated changes to the nature of work performed in Hubs & Satellites
• Skills based routing to support the distribution of work to the right
resource. The Future Opportunity
• Standard processes across the global network enabling greater quality The opportunity to transition processing work to Hubs and review INZ
and transparency in application processing and decision making . physical footprint will become very real as technology and business
change is bedded in, and benefits are realised.
Leading Practice The nature of work performed in Satellites will change, along with the
Key to an organisation’s ability to operate globally is to: skills, capabilities and size of Satellite offices to :
• Have a clear understanding of how the location of each site helps to • Support in market verification activities for medium /high risk
achieve the strategy applications
• Identify opportunities to rationalise their physical locations and achieve • Deliver market facing activities in support of wider INZ initiatives
economies of scale • Support NZ Inc. relationship management activities
• Ensure that the roles, accountabilities and interactions between Beyond 2015, INZ should move to implement the full intent of the global
functions, sites and third parties are clear and that all understand their service delivery model – consolidating processing activity in fewer, larger
contribution to the achievement of the strategic objectives. hubs and reviewing the role and capability requirements of Satellites,
with the ultimate intention of further rationalising the Visa Services
footprint.
14Design & Control – Future Design Considerations
7 Align the VS structure to meet future requirements
For the purposes of the 2015 VPOM the Business Transformation team
were directed not to review the organisational structure of Visa Services. From To
However, once the 2015 changes are implemented, Visa Services will need
to ensure their structure is able to provide visibility of the critical success Operations Demand
factors inherent in the global processing model as well as incorporating
any new capabilities required. NZ
VAC
Partners
Specifically, the success of the global processing model will rely on the GM Process Capacity
Visa Services having clear line of sight of the following: Visa
Services Visa
• Global demand and forecasting Services
• Capacity of any given site Pacific
Offshore
West
• Capability of workforce to support the routing of work to the right
capability Offshore Customer Capability
East
• Customer experience across all channels
• Global adherence to standard processes
The impacts of this will involve reviewing the current geographic Figure 6- Potential shifts in VSLT function and focus
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 The Future Opportunity
future business requirements, the types of activities that need to be In order to support and embed the shift to global processing Visa Services
performed and the measures that are regarded as important for structure will need to be realigned to support the future ambitions of INZ,
monitoring success. Leading organisations recognise the importance of: the new capabilities required and future global reporting requirements.
• Ensuring new capabilities and accountabilities are aligned correctly to
the formal organisation chart; and
A high level description of each of the proposed functions is provided on
• Align their structure in advance of transformational change to reflect the following page.
the future strategic priorities.
15Design & Control – Future Design Considerations
7 Align the VS structure to meet future requirements cont.
Global View of Demand & Capacity
The future operating model is underpinned by the
ability of Visa Services to determine where work
will be performed.
Global Processing View This is reliant on having:
The future operating model will move away Demand • One global queue, which will be managed
from geographic and/or product specialisation, centrally provides Visa Services with visibility of
with performance of both Hubs and Satellites real time demand, volume trends, market /
being reported globally. country / product peaks.
• Real-time visibility of site capacity – headcount
Regional and area management will still be and availability
required, but Visa Services will need to adopt a
global view to assist in monitoring process Process Capacity
consistency and measuring the health of the
new visa processing system. For example: Visa
• Process consistency by site / product Services
• Cost to serve transparency across processing
sites
• Consistency of Immigration Officer
Global view of capability
throughput by product / site etc.
A key feature of the future operating model is
• % consistency in processing times between
the ability for the system to route work to the
sites
most appropriate capability.
• End to end processing time - by product, Customer Capability
site, risk stream
This will require Visa Services to ensure it at any
• Verification completion time
point in time knows the people capability
(generic versus specialist) and where it is
located within the global business.
Global View of Customers This may involve reviewing how individual
capability (experience, knowledge, market and
Local customers will be a thing of the past, as Visa Services aligns its risk etc.) is recorded / tracked and using this
customer offering to accommodate global customers. Establishing a information to inform not only the task
customer capability will ensure Visa Services (as owners of the customer allocation process, but also the global workload
experience) continuously learn and adapt to the changing needs of demand.
customers
16Operate
Today 2015 2018
Decentralised processing operation Consistent processing practices which will support Task based global processing, skills
OPERATE
characterised by local variations and the mobility of work and minimise over processing, based routing of work all
practices, and a lack of alignment supported by new technology which will automate underpinned by a culture of trust
between common roles some identity and health assessment activities
The Operate component of the VPOM focuses on how visa processing The following pages outline a range of considerations that should inform
activities are operationalised in the field. It represents the activity that is any future design activity beyond the scale of work prioritised for 2015.
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.
178 Digitisation of remaining forms and supporting application information
The 2015 VPOM will enable up to 60% of applications to be submitted
online. However, with no immediate investment in full digitisation of The Future Opportunity
remaining forms, the reality for INZ is that in December 2015 the INZ should continue to explore the viable options to support digitisation.
organisation will support a mixed processing model which includes
By adopting a consistent approach to digitising data INZ will be able
online applications as well as those submitted in paper format.
manage work and capacity across the globe.
Having digitised applications allows work to be transferred anywhere,
Beyond 2015 it is expected that there may be additional online forms whether to smooth peak demand or to redirect specific work from the
for certain visa categories. There is also the opportunity to fully digitise receiving branch to a centralised processing location.
all application information coming into INZ. The business has already
Whether work management is enabled via a workflow solution or via a
identified that digitised information will in fact help achieve the
extensive reporting there will be visibility of demand, capacity and
following:
performance across all branches in INZ.
• 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
18Operate – Future Design Considerations
9 Task Based Assess & Decide
While the 2015 operating model introduces aspects of task based
processing (via eMedical and identity), the assess and decide activities The Future Opportunity
will be performed in AMS with case management being retained as the Beyond 2015, INZ should look to refresh and review the key decisions
default technology tool to support assess and decide. made as part of the Triage, Assess and Decide workshops that were
The future opportunity for INZ is to realise greater efficiencies through completed in June 2014 with a wide range of business stakeholders.
the extension of task based processing to assess and decide activities –
where the bulk of assessment effort is concentrated. This will enable
The outputs describe the intent of a future task based model which uses
the business to run parallel processes, as well as removing physical
a consistent triage to assess risk, and then differentiates intervention
location as a barrier to assessing discrete parts of an application in
accordingly.
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.
Figure 7- The 2018 future process model
19Operate – Future Design Considerations
10 Skills based routing to ensure right work to right role
The intent of the 2018 VPOM is to build flexibility and to broaden the
skill sets of Immigration Officers to support multi-product processing. The Future Opportunity
Key to this is the ability to route work to the right capability. Beyond 2015, INZ should explore the viability of a skills based routing
There is an opportunity to process work anywhere and for work system similar to that used in the Immigration Contact Centre.
allocation to be enabled by skills based routing –a call-assignment The implications of this may include:
strategy commonly used in call centres, which assigns incoming calls to
• All Immigration Officers being assigned role attributes akin to
the most suitable agent.
product, market, risk and possibly language skills.
For INZ, the implementation of a global queue, and consistent triage
• Training requirements aligned to manage IO competency across role
rules engine may enable skills based routing to be a viable approach to
attributes.
ensuring the right expertise and skill sets are being applied to each
application, thereby ensuring consistency in not only cost to serve, but • Central repository of competency information held, and kept up to
processing time and decision quality. date.
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
20Operate – Future Design Considerations
11 Changes to the skills profile of processing staff
IGMS was identified as a critical enabler as part of the Global Service
Delivery Model (GSDM) project undertaken in 2012, which would allow The Future Opportunity
the organisation to reduce its reliance on a “inflexible network of one size Beyond 2015, Visa Services should :
fits all branches”. At that time, IGMS was due for completion in June • Look to define the future skills and capabilities that will be required
2015. The 2018 VPOM assumes that the IGMS capability will be in place, in a Hub as distinct from a Satellite.
thus allowing the full intent of GSDM to be realised. That is: • Develop a Talent Management Strategy and segmentation map
• For Hubs to be primarily focused on large scale visa processing aligned to future needs.
• For small-mid sized Satellites to focus on verification of customer • Align roles, training and remuneration to reinforce the shift to multi-
information. product, risk based processing.
Skills based routing will also necessitate the realignment of roles to reflect • Explore opportunities to utilise roles in key locations to support
the attributes of product, market and risk. As a result the nature of work wider INZ or NZ Inc. initiatives.
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
21Operate – Future Design Considerations
12 Achieving culture change
Culture change goes hand in hand with transformational change
The Future Opportunity
programmes. Often the focus in the first instance is on ensuring the
technology and processes are right, however it is equally important to ensure INZ should initiate a culture change programme that will define the
that the core behaviours and ways of working reflect the strategy and help behaviours and ways of working expected as well as the reinforcing
the organisation achieve its objectives. mechanisms required to support the organisation’s cultural shift
between 2015 and 2018. This should include exploring the following
Culture change can be incremental – so INZ needs to recognise that efforts
culture levers:
started to achieve 2015 success will need to be supported with ongoing
activity and investment to define, embed and demonstrate the new ways of – The control systems in place which provide much of the formal
working that will be characterised by: frameworks supporting the culture.
• Higher levels of trust in each other’s work – Symbols which provide the visual cultural cues
• Process excellence through standardisation and enhanced quality control – Routines and rituals unique to INZ that reinforce / inhibit the
behaviours the organisation wants to foster
• Knowledge sharing through informal and formal networks
– Stories that bring the INZ culture to life
• Continuous improvement and learning
– Power structures present in the organisation
• Central allocation of work (as opposed ‘from my Immigration Manager’)
– Communication tools and techniques used.
• 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.
Figure 10– Culture levers to consider as part of a culture change programme
22Monitor
Today 2015 2018
MONITOR INZ has defined and implemented a set of metrics Global processing metrics embedded and
Metrics today are not fit for purpose
which will measure the performance of the informing the performance of the operating
for a global processing model
operating model model
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.
23Monitor – Future Design Considerations
13 Global processing will change the focus of INZ key performance metrics
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.
242018 Visa Processing Operating Model
PRESENTING A VIEW OF THE FUTURE
25The 2018 state will be achieved through deliberate future design choices
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
An operating model is never static.
• Process Beyond 2015 INZ’s operating model will
• Organisation and People capabilities
continue to evolve through continuous
It brings together the known features of the 2015 VPOM, and includes improvement and further investment in
reference to those 2018 features which have yet to be fully considered or
designed. technology.
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.
26Customer
The following depicts the combination of changes that INZ could
make to the VPOM that will directly impact and/or benefit the Customer insights
customer. It includes reference to the elements that will be Customer needs and intelligence will inform the Auto approve
continuous improvement of the customer experience The system will have the ability to
implemented as part of 2015 and future opportunities for INZ to
identify those applications that
consider beyond next year. pose negligible risk to NZ and flag
them as candidates for auto
approval, streamlining the time to
Broader Online Offering process even further.
By 2018 Student, Work and Visitor will
be available online. For a high
proportion of applicants this will deliver Applications will be managed on a
convenience and 24/7 access regardless task basis – an approach that
of where they are located. supports parallel processing
reducing the overall transaction
time for customers.
Integrated Channel Offering Expanded use of paperless visas
Providing choice to customers and their Most approved visas will not have
agents, supporting a no wrong door a visa label printed and an will
approach and enabling customer serve as the visa record
channel switch.
Consistent experience delivered by INZ
partners Proof of entitlement
Managed and monitored through Applicants will be able to provide
consistent SLAs and assurance practices 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
Automated third party checks INZ has granted such as ability to
Will increased the speed at which undertake employment.
customer information can be sourced
verified and/or checked.
Status visibility provided throughout the application process
Provided by the online account, and supported by integrated single view of client , and consistent
customer communications
27The following describes the summary of technology changes that INZ could choose to
Technology 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.
Identity Management Business Rules Engine (BRE) and Risk & Value Triage Auto approve
Identity match and The BRE provides automated business rule execution. The The system will have the ability to
resolution technology Risk and Value Triage will use business rules to determine identify those applications that pose
Interactive Online Account with supporting an application’s risk and value level. The levels assigned negligible risk to NZ and flag them as
The online account will support two-way biometric capabilities to an application will enable the system to determine the candidates for auto approval,
interaction between the client and INZ level of interaction or scrutiny applications receive. streamlining the time to process
even further
Skills based routing
Tasks will be completed by the most
appropriate capability in a sequence
Digitisation that equips a decision maker with a
The visa processing model will support complete picture on which to make
the full digitisation of information a balanced and informed
submitted outside the online channel – assessment.
either via VACs trusted partners or by
clients themselves.
Task Based A&D and DMS
Integrated CRM The system will support the
To support the capture and determination, generation and
maintenance of customer interactions completion of tasks to enable INZ to
with INZ providing a single integrated reach a decision and communicate
client view to appropriate parties.
While the system will automatically
determine the appropriate tasks,
generate and complete these – it
will also support manual work.
Immigration Health System This interfaces with the Document
Automated health assessment for Management System (DMS)
majority of cases repository for storage and retrieval
of documents and binary artefacts
associated with customers and
cases.
B2B Gateways & Portals
Business to Business Gateways / Portals will provides an e-channel interface for external party
systems to interact with INZ.
28The following describes the summary of process changes that are expected to be in place as a result of the 2015
Process 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.
Triage and allocation Process Management Framework &
Triage and allocation processes will be global operations manual
Customer insights globally standard in 2018 Will help ensure process consistency
New processes governing the capture
and analysis of customer intelligence will
be introduced as part of 2015 Standard feedback loops and
supporting processes - to support the
ongoing maintenance of the INZ
learning system
Standardised quality processes will
be in place by 2018
Centralised governance Task Based A&D
To monitor performance of trusted All lodged visa applications will
partners 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
Standard communications globally.
Consistent processes and practices
adopted to support customer
interactions and communications.
Standard verification processes Centralised governance
Verification practices and processes will be To monitor performance of third parties
globally standard by 2018
29Organisation & People
New identity capability Customer insights Rationalised footprint
The following describes Identity services will perform New capability to capture and monitor customer As the benefits of 2015 start to be
the combination of specialist tier 2 identity intelligence and insights realised, and processing becomes less
people related changes resolution tasks tied to geography, there will be
opportunities for INZ to operate across a
including skills, capability reduced footprint
and organisational
changes. FTE efficiencies
Benefit realisation delivered through
Some of these will be people, process and technology changes
will enable INZ to operate off a lower FTE
implemented as part of
base
2015, whereas others are
opportunities that INZ New culture characteristics
should not lose sight of. 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
New health Fit for Future Structure
assessment capability • 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
Fit for purpose ICC Fit for purpose Operations Specialist Role for Satellites model
Skilled and scaled to Function The nature of work performed in Satellites will change, along with the skills, capabilities and • Align roles, training and remuneration
meet the needs of Skilled and scaled to meet the size of Satellite offices to support in market verification activities for medium /high risk to reinforce the shift to multi-product,
INZ customers changing system needs applications, deliver market facing activities in support of wider INZ initiatives risk based processing.
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