BSD2 (Work & Visitor) DETAILED IMPACT ASSESSMENT

BSD2 (Work & Visitor) DETAILED IMPACT ASSESSMENT Prepared By Vision 2015 Business Transition team Date Monday, 15 June 2015 Version 1.3 Status Review MBIE USE ONLY IN CONFIDENCE

Document Information Document ID Document Owner Author(s) Issue Date DIA Work Visitor evisa Last Saved Date Monday, 15 June 2015 File Name Document History Trevor Kemp, Vision 2015 Deployment Manager Jonathan Maitland, Vision 2015 Business Analyst Ken Roach, Senior Business Analyst BSD2 (Work and Visitor) DIA Version Issue Date Changes 0.1 5 February 2015 Initial draft sent to stakeholders for consultation. 0.2 23 March 2015 Changes incorporated from v0.1 review. Sent for stakeholder consultation Round 2. 0.3 9 April 2015 Feedback from Round 2 consultation incorporated. 0.4 Final 9 April 2015 Released for signoff. 0.5 Reformatted. 0.6 11 May 2015 Release for review. 0.7 15 May 2015 Feedback integrated. Represented timing and volume impacts for clarity. Reordered Work & Visitor and evisa sections. Moved location tables and graphs to appendices. Released for review. 0.8, 0.9 19 May 2015 Minor clarifications based on feedback from Christopher Johnson. Added risk Upload Process Might May Give Information Access to Wrong Person, and removed Applicant Practice Risk. 1.0 19 May 2015 Released for review. 1.1, 1.2 25 May 2015 Updated Section 3.4 INZ Service Design and Performance. Added Section 3.10 MBIE ICT. 1.3 9 June 2015 Added final signoffs and accepted all tracking changes. Documents Referenced Ref Document Name Version Owner/Author(s) R1 evisa High Level Impact Assessment 0.7 Jonathan Maitland R2 Work and Visitor High Level Impact Assessment 0.6 Jonathan Maitland R3 Work and Visitor / evisa / C6 Phase 1 Detailed Impact Assessment 0.3 Jonathan Maitland MBIE USE ONLY IN CONFIDENCE Page 2 of 91

Workshops & Feedback Document Consultation Document Reviewer Detailed Impact Assessment Work and Visitor / evisa / C6 Phase 1 / C9 Document Workshops/Feedback, Consultation and Reviewers Name Role Team Alannagh Donegan Senior Customer Service Officer Visa Services NZ/Northern, Auckland, ICC Anna McMahon Business Solutions Delivery Vision 2015 Work and Visitor Project (SV24), Manager BSD2 Vision 2015 evisa Project (AD2) Asha D Souza Immigration Manager Visa Services NZ/Northern, Auckland, ICC Atul Prema Operations Manager Settlement, Protection and Attraction (SPA) Bernice Cowan Senior Business Analyst Vision 2015 Business Transition team Bruce Burrows Assistant GM Offshore East Vision 2015 Work and Visitor Project (SV24) Cherry Yip Immigration Manager Visa Services Operations, Manukau Christopher Johnson Visa Services Business Change Visa Services Change & Implementation team, Vision 2015 Work and Visitor Project (SV24), Vision 2015 evisa Project (AD2), Visa Services Operations Clinton Turner Senior Risk Analyst CRIS, Border and Compliance Corisha Brain Assistant Area Manager Visa Services Offshore West, London Dan Smidt Market Manager Visa Services Offshore West, Pretoria Deborah Garrett Project Manager Vision 2015 evisa Project (AD2) Dominc Forde Assistant Area Manager Visa Services Offshore East, Shanghai Elizabeth Cantrick Senior Advisor to GM CRIS CRIS (Compliance, Risk & Intelligence Services), Vision 2015 Work and Visitor Project (SV24) Felicity Macfarlane Immigration Manager Visa Services NZ/Pacific, Christchurch Gordon Barlow Project Lead IGMS Vision 2015 evisa Project (AD2), Vision 2015 Work and Visitor Project (SV24) Grayson Rowse Market Manager Visa Services NZ/Pacific, Suva Jalil Manoochehri Senior Immigration Officer Visa Services Operations, Manukau Jason Hallam Manager Visa Services NZ/Northern, Auckland, ICC Jill Chisnall Project Manager Vision 2015 Work and Visitor Project (SV24) John Wood Senior Business Analyst Vision 2015 Business Transition team Julia White Senior Business Analyst Vision 2015 evisa Project (AD2) Legal Services (Litigation), Immigration and Karan Parkinson Team Leader Protection Tribunal Karen Hille Senior Business Analyst Vision 2015 Business Transition team Kathryn Symons Change Advisor Visa Services Change & Implementation team Kathy Tait Team Leader Operational Policy Service Design and Performance (SDP), Operational Policy Katie Knowles Assistant Area Manager Visa Services Operations, Operations Support Area Kerry Greig Assistant Area Manager Visa Services Operations, NADO Kristina Nelson Area Manager Business Vision 2015 Work and Visitor Project (SV24), Initiatives, Vision 2015 Centralised Lodgement Project Project lead C6 (Centralised (C6) Lodgement) Lee Wilson Manager STAR, (System Tech Analytic/ Admin and Risk) CRIS, Border and Compliance MBIE USE ONLY IN CONFIDENCE Page 3 of 91

Workshops & Feedback Document Consultation Document Reviewer Detailed Impact Assessment Work and Visitor / evisa / C6 Phase 1 / C9 Name Role Team Leigh Parker Visa Services Communications Manager Vision 2015 Work and Visitor Project (SV24) Leigh Parker Visa Services Communications Manager Vision 2015 evisa Project (AD2) Marcelle Foley Assistant Area Manager Visa Services Offshore West, Mumbai Mary Noonan Immigration Manager Visa Services NZ/Pacific, Christchurch Mike Williams Immigration Manager Visa Services NZ/Pacific, Christchurch Natasja Chapman Market Manager Palmerston North Visa Services NZ/Pacific, Palmerston North Nelowfar Ghumkhor Immigration Manager Visa Services NZ/Northern, Auckland, ICC Paul Arram Immigration Manager Visa Services NZ/Northern, Henderson Paul Gilbert Project lead C9 (Customer Vision 2015 Customer Interaction Model Interaction Model) Project (C9) Paul Lawrence Vision 2015 Training Manager Vision 2015 Training team, Vision 2015 Work and Visitor Project (SV24) Sam Iosefo Technical Advisor Visa Services Operations, NADO Sandy Holes Team Leader ODCE, Immigration Resolutions Sarah Thomson Visa Services Change & Implementation Director Visa Services Change & Implementation team Sareem Mohammed Immigration Manager Visa Services Operations, NADO Senta Jehle National Manager Border CRIS, Border and Compliance Steve Cantlon Performance and Assurance Manager Service Design and Performance (SDP), Strategy & Assurance Steve Jones Assistant Area Manager Visa Services NZ/Pacific, Christchurch Tanya Katterns Vision 2015 Comms team, Vision 2015 Communications Vision 2015 Work and Visitor Project (SV24), Manager Vision 2015 evisa Project (AD2) Toni Sheed Immigration Manager Visa Services NZ/Pacific, Christchurch Tracy Turner Business Manager INZ Office of the DCE (ODCE) Trevor Kemp Deployment Manager Vision 2015 Business Transition team MBIE USE ONLY IN CONFIDENCE Page 4 of 91

Document Approvals Name Role Date Signature Gordon Barlow Business Owner (SV24 Work & Visitor) 28/05/2015 Gordon Barlow approval of BSD2 (Wo Bruce Burrows Business Owner (SV24a Work & Visitor) 29/05/2015 Bruce Burrows approval of BSD2 (Wo Jocelyn Mikaere Business Owner (C6 Centralised Lodgement) No longer working at MBIE. Nick Aldous Business Owner (AD2 evisa), Business Owner (C9 Customer Interaction Model), Implementation Handover Service Design and Performance 04/06/2015 RE Please approve BSD2 (Work & Visitor) Sarah Thomson Visa Services Change & Implementation Director 08/06/2015 RE Please approve BSD2 (Work & Visitor) Catriona McKay Vision 2015 Project Director 28/05/2015 Catriona McKay approval of BSD2 (W& Anna McMahon Vision 2015 BSD2 Manager 25/05/2015 Anna McMahon approval of BSD2 (Wo Trevor Kemp Vision 2015 Deployment Manager 28/05/2015 Geoff Scott Implementation Handover Visa Services Sarah Kemp Implementation Handover Visa Services Bob Marshall Implementation Handover Service Design and Performance Stephen Vaughan Implementation Handover CRIS 09/06/2015 19/05/2015 28/05/2015 09/06/2015 BSD2 (Work & Visitor) DIA v1 1 - APP RE Please approve BSD2 (Work & Visitor) RE BSD2 (Work & Visitor) DIA - for your Bob Marshall approval of BSD2 (Wo RE Please approve BSD2 (Work & Visitor) MBIE USE ONLY IN CONFIDENCE Page 5 of 91

Table of Contents TABLE OF CONTENTS... 6 1 INTRODUCTION AND BACKGROUND... 8 1.1 Programme Background... 8 1.2 Vision 2015 Transition Approach to Business Readiness... 9 1.3 Document Context... 10 1.4 Intended Audience and Purpose... 11 1.5 Document Scope... 11 1.6 Document Structure... 12 2 DETAILED IMPACT ASSESSMENT SUMMARY... 14 2.1 Overview... 14 2.2 Impact of the Change... 14 3 INTERNAL IMPACTS... 22 3.1 INZ - Visa Services... 22 3.2 INZ - Compliance, Risk and Intelligence Services (CRIS)... 59 3.3 INZ - Operations Support... 59 3.4 INZ - Service Design and Performance... 59 3.5 Corporate Services Legal - Litigation - Immigration and Protection Tribunal... 61 3.6 INZ - ODCE Government Relations Resolutions Team... 62 3.7 INZ - Technical Training... 62 3.8 INZ - Finance... 62 3.9 INZ - Settlement Protection Attraction... 62 3.10 MBIE - ICT... 62 4 EXTERNAL IMPACTS... 63 4.1 Applicants... 63 4.2 VAC s... 63 4.3 Advisors/Lawyers... 63 4.4 Employers... 64 4.5 Minister (and Associate Minister) of Immigration (incl. Minister's Office)... 64 4.6 Ministry of Health and Health Sector... 64 4.7 New Zealand Customs Service... 64 4.8 Ministry of Education and Education Sector... 64 MBIE USE ONLY IN CONFIDENCE Page 6 of 91

4.9 Airlines... 64 4.10 Internal Affairs, DPMC, Police, NZSIS, IRD, MFAT, Foreign Governments, Tourism NZ, Five Country Conference (FCC)... 65 4.11 Office of the Privacy Commissioner... 65 4.12 Kineo... 65 5 APPENDIX A COHORTS USED IN REPORTED FIGURES... 66 6 APPENDIX B LOCATION IMPACTS... 67 6.1 Visitor Applications Decided Offshore All Nationalities... 68 6.2 Visitor Applications Decided Offshore All Nationalities Using Advisors... 69 6.3 Visitor Applications Decided Offshore Visa Waiver Countries... 70 6.4 Visitor Applications Decided Onshore All Nationalities & Excluding China... 71 6.5 Visitor Applications Decided Onshore All Nationalities Using an Advisor... 72 6.6 Visitor Applications Decided Onshore Visa Waiver Countries... 73 6.7 Work Applications Decided Offshore All Nationalities... 74 6.8 Work Applications Decided Offshore All Nationalities Using an Advisor... 75 6.9 Work Applications Decided Offshore Visa Waiver Countries... 76 6.10 Work Applications Decided Onshore All Nationalities... 77 6.11 Work Applications Decided Onshore All Nationalities Using an Advisor... 78 6.12 Work Applications Decided Onshore Visa Waiver Countries... 79 6.13 Work & Visitor Applications Decided Offshore All Nationalities... 80 6.14 Work & Visitor Applications Decided Offshore Visa Waiver Countries... 81 6.15 Work & Visitor Applications Decided Onshore All Nationalities... 82 6.16 Work & Visitor Applications Decided Onshore Visa Waiver Countries... 83 6.17 Student Applications Decided Offshore All Nationalities... 84 6.18 Student Applications Decided Offshore Visa Waiver Countries... 85 6.19 Student Applications Decided Onshore All Nationalities... 86 6.20 Student Applications Decided Onshore Visa Waiver Countries... 87 6.21 Student Applications Decided Offshore All Nationalities Using an Advisor... 88 6.22 Student Applications Decided Onshore All Nationalities - Using an Advisor... 89 7 APPENDIX C - WORK & VISITOR PROCESS CHANGE QUESTIONS... 90 8 APPENDIX D ABBREVIATIONS... 91 MBIE USE ONLY IN CONFIDENCE Page 7 of 91

1 INTRODUCTION AND BACKGROUND 1.1 Programme Background The Immigration Global Management System (IGMS) Project commenced in 2011 to determine the replacement system for Immigration New Zealand s (INZ) core Application Management System (AMS). The IGMS Project has been promoted externally as Immigration ONLINE. The project s activity was extended beyond technology replacement to include business transformation work and to incorporating some existing business as usual projects into a new Programme Vision 2015. Vision 2015 is INZ s programme of work to deliver organisational transformation enabled by technology and a new operating model. The programme was established in 2013 to coordinate the existing IGMS technology project with business transformation activities. In late 2014 the new Visa Processing Operating Model was developed. The Vision 2015 Programme then reconfigured its programme of work. The existing work streams and projects were complemented by additional business process initiatives to make twenty nine projects covering people, process and technology. The combination of these projects was designed to deliver the capabilities that make up the new operating model. To support the successful implementation of these changes, the Vision 2015 Programme is delivering the twenty nine projects through a series of releases referred to as business solution deliveries (BSDs). BSD1 was delivered during August 2014 and consisted of the online Student application (Immigration ONLINE - Student). BSD2 consists of seventeen projects (including already delivered emedical and three anchor projects: Triage & Verification, Work and Visitor forms, and evisa). BSD2 is being phrased as Change Story 3 by Visa Services. BSD2 is scheduled for go live in June and August 2015. BSD3 consists of the Identity Management capabilities and will be deployed late 2015. BSD4 will contain the remaining projects and phase 2 of some of the BSD 2 projects (e.g. Phase 2 emedical, Phase 2 evisa). At a Programme Decision Group (PDG) meeting in January 2015 the twenty nine projects were bundle into seven Change Stories. This was done to support the communication of the changes being implemented; adhere to the principle of bundles not bombardment in terms of what is delivered to the business; avoid change fatigue by overloading staff with information on individual projects; achieve economies of scale through the preparation of impact assessments that take into account the collective impact of projects on the business; and allow for the development of combined training needs analysis and plans that address the hard (technical) and soft (behavioural) training requirements of similar change projects. MBIE USE ONLY IN CONFIDENCE Page 8 of 91

1.2 Vision 2015 Transition Approach to Business Readiness The Vision 2015 Business Transition team identifies business readiness activities, and monitors the completion of these readiness activities for each change deployment. For each BSD delivery, the team determines: 1. who will be impacted by the changes; 2. how they will be impacted; and 3. what needs to be done to be ready to receive and implement the changes. The Business Readiness approach is a three-stage assessment and support process for every BSD. The following sequential activities are performed at each stage: Change Management Approach Comms Strategy STAGE 1 High Level Impact Assessment BAU Handover Approach Implementation Approach Training Approach Change Management Plan Comms Plan STAGE 2 Detailed Impact Assessment BAU handover document Implementation Plan Training Plan STAGE 3 Business Readiness Stage 1: High Level Impact Assessment This is an initial helicopter view of who is involved in the change, the key outcomes, and who will be impacted by the implementation. Stage 2: Detailed Impact Assessment This drills down to each initially identified impact and tests the validity of the high level identification. This stage asks, Is the identified stakeholder truly impacted and if so to what level? The detailed assessment analysis provides support to key stakeholders throughout the implementation of the change. The outputs from Stages 1 and 2 are used by stakeholders within the Programme and in business units to inform specific aspects of delivery planning. Stage 3: Business Readiness During this stage the Business Transition Team works with the impacted business teams to ensure that they are business ready. The detailed impact assessment is used to prepare detailed business readiness checklists that the business can use to prepare for the change, and dashboards it can use to monitor the implementation of the change. This confirms that everyone impacted by the change has the right level of understanding of how the change will affect them, and has received the right training and access to resources. MBIE USE ONLY IN CONFIDENCE Page 9 of 91

1.3 Document Context All the Vision 2015 projects grouped as BSD2 are listed in the following table. AD2 AD4 C6 C8 C9 # Name MR13 MR14 MR15 MR16 MR17 evisa (Phase 2 in BSD4) SMC End to End Review Centralised Onshore Lodgement & Counters Review (Phase 1 in BSD2 and Phase 2 in BSD4) Channel Uptake Strategy (Phase 1 in BSD2 and Phase 2 in BSD4) Customer Interaction Model Triage Feedback Mechanisms Alignment of Visa Services Risk and Verification Roles Triage and Verification Frameworks Triage Process and Technology (Phase 1 in BSD2 and Phase 2 in BSD4) Confirm Role of CRiSM SV18 Existing B2B Partnerships Reviewed and Confirmed for 2015 M19 M20 M21 SV24a SV24b SV29 Process Management and Tool Global Demand Management (Phase 1 in BSD2 and Phase 2 in BSD4) Performance Management and Reporting (Phase 1 in BSD2 and Phase 2 in BSD4) Work and Visitor Forms Work and Visitor Processes emedical (Phase 1 in BSD2 and Phase 2 in BSD4) This document is the Detailed Impact Assessment for the following subset of projects grouped around Work and Visitor Online Forms (SV24) as the anchor project. These projects were grouped together because they deliver the core organisational capability of being able to receive and manage visa applications submitted online. (The other BSD2 projects will be delivered separately or are covered by other documents.) SV24 # Name Capability Work & Visitor a. Forms b. Processes The Work & Visitor release will introduce the following functionality: 1) Expand online application forms to Work and Visitor applications; 2) Introduce a simplified Chinese Visitor applications; 3) Add the ability for INZ staff to upload documents into the DMS; 4) Add the ability for third parties (e.g. Immigration Advisors) to apply-on-behalf-of another applicant; 5) Introduce the concept of versioning into the online forms; and Retrofit changes 3, 4 and 5 for Student applicants. AD2 evisa (Phase 1) Introducing electronic visas, by removing (where possible) the requirement for a physical passport to be provided with a visa application, and the need for a visa label to be issued. evisa s are offered to a subset of online C6 C9 M19 Centralised Onshore Lodgement & Counters Review (Phase 1) Customer Interaction Model (Phase 1) Process Management and Tool Support the implementation of onshore online Work & Visitor visa category forms by centralising the administration of visa applications received onshore, to gain economies of scale and to standardise processes. Introduce SOPs for the (SV24) Work & Visitor applications as well as guidelines for staff when interacting with Customers. Develop a future state process management framework and a central repository tool. Note this project completed in December 2014, and is not covered in this document. MBIE USE ONLY IN CONFIDENCE Page 10 of 91

1.4 Intended Audience and Purpose The document provides details of the identified impacts that need to be considered for the successful implementation of BSD2. The document is intended to be read in conjunction with the BSD2 Detailed Impact Assessment spreadsheet, which gives the full details for each impact: what the impact is, who is impacted, what actions are required, and comments. This document has been prepared for the following audiences and purposes: Audience Vision 2015 Business owners Vision 2015 BSD managers Vision 2015 Business project leads and project managers Awareness. Awareness. Awareness. Purpose Visa Services Change & Implementation Team Vision 2015 Communication Team Vision 2015 Training Team Service Design and Performance transition manager CRIS transition manager Vision 2015 Business Transition Team Input to VS Change Management Plan. Input to Handover Documents. Input to Communication Plan and communication content. Input to Training Plan and training content. Input to Implementation Plan. Input to Implementation Plan. Input to risk management plans. Input to Business Readiness Checklist, Deployment Dress Rehearsal Plan, Early Life Support Plan, and Handover Documents. 1.5 Document Scope 1.5.1 In Scope The following items are in scope for this document: detailed analysis of internal impacts; identification of risks that may have a direct impact on stakeholders; and detailed analysis of impacted stakeholders. MBIE USE ONLY IN CONFIDENCE Page 11 of 91

1.5.2 Out of Scope The following items are out of scope for this document: details of project key dependencies and their impacts - this is completed at the project management level; the BSD2 projects not identified as being in scope in Section 1.3 above; subsequent phases of the following projects: # Name AD2 evisa (Phase 2 in BSD4) C6 Centralised Onshore Lodgement & Counters Review (Phase 2 in BSD4) C9 Customer Interaction Model (Phase 2) the business readiness checklist; China Union Pay. 1.6 Document Structure Section 2 gives a summary of the impacts. This document is structured to differentiate between internal and external impacts. Section 3 sets out the internal impacts, and considers the impacts on the following business units: INZ - Visa Services (including processing offices, Operations Support and ICC) INZ - Compliance, Risk and Intelligence Services (CRIS) INZ - Service Design and Performance Corporate Services Legal Litigation Immigration and Protection Tribunal INZ - ODCE Government Relations Resolutions Team MBIE - Technical Training MBIE - Finance INZ - Settlement Protection Attraction Within each business unit, the impacts of the projects listed in Section 1.3 are considered. Many of the impacts of the evisa and Work and Visitor projects overlap. It is easier to describe these impacts at the same time. These impacts will be covered under evisa first; then only those impacts specific to Work and Visitor are covered under the Work and Visitor section. Not all projects have an impact on all business units. Section 4 considers the impacts on the following external stakeholders: Applicants VACs Advisors/Lawyers Employers Ministry of Education and Education Sector Minister( and Associated Minister) of Immigration (including the Minister s Office) Ministry of Health and Health Sector New Zealand Customs Service Airlines Internal Affairs Department of Prime Minister and Cabinet (DPMC) NZ Police New Zealand Security Intelligence Service (NZSIS) Inland Revenue Department (IRD) Ministry of Foreign Affairs and Trade (MFAT) Foreign Governments Tourism NZ Five Country Conference (FCC) MBIE USE ONLY IN CONFIDENCE Page 12 of 91

Potential Impacts The following potential impacts have been considered when preparing this impact assessment: Benefit Impacts Timing Impacts Scale/Volume Impacts Location Impacts (Impacted Offices) Capacity Impacts Workload Impacts Cultural Changes Staff Role Impacts Training Impacts Business Risk Impacts Technology Impacts Technology Access Impacts Legal Impacts Privacy Impacts Security and Access Impacts Communication Impacts Process Change Impacts Process Change Maintenance Impacts Knowledge Changes Stakeholder Impacts Facility and Equipment Impacts Reporting Impacts Not all of these potential impacts are identified for every business unit/project. MBIE USE ONLY IN CONFIDENCE Page 13 of 91

2 DETAILED IMPACT ASSESSMENT SUMMARY 2.1 Overview The BSD2 group of projects include Work and Visitor Online Forms, evisa (passport-free and label-free), Centralised Lodgement, and the Customer Interaction Model projects. The High Level Impact Assessments for BSD2 were approved in early 2015. The high level assessments were distributed to a wide range of business stakeholders for review. A number of impact assessment workshops were conducted with these stakeholders. The feedback obtained from these workshops was used to prepare a detailed readiness checklist which has been through several iterations of review. The business change impacts contained in the Readiness Checklist have been used to prepare this Detailed Impact Assessment (DIA) Summary. This DIA estimates the impact on the volume of Work and Visitor visa applications being received through different channels (paper/online), and the business change impact on INZ from the implementation of the BSD2 projects. 2.2 Impact of the Change 2.2.1 What is the Change? The diagram below shows the Visa Application Process and the Customer Interaction Model. BSD2 impacts this process at the Submit, Allocate, and Finalise stages. Receive Triage Allocate Assess and Decide Finalise SUBMIT Acknowledge Request documents RFL Request info Verification PPI Comment on waiver AIP Decline Approve Figure 1: Application Process and the Customer Interactions Model The main focus of BSD2 is on the electronic receipt of visa applications and supporting documentation. Changes introduced by the Work and Visitor Online forms and evisa projects impact the way in which customers submit applications and supporting documents at the very beginning of the customer interaction process. The tasks of preparing and entering application data is now done by the customer not by SOs and IOs. These changes remove the need for a passport to be sent for some applications from visa waiver countries and for onshore visitor visa applications. Many of the manual steps in the Receive step (Acknowledge, Request Documents, RFL) are simplified through the use of online application forms and automated processes to load documents into the INZ Document Management System (DMS). The RFL stage is changed for online applications: the online application process ensures that the application meets lodgement requirements. As a result online applications are received pre-accepted. The Allocate stage is impacted by the Centralise Lodgement project (C6) changes: onshore online applications received for Work and Visitor are directed to the Northern Area Document Office (NADO) for subsequent reallocation to offices for processing. During the Finalise stage, visa labels are issued as letters, not as labels which need to be attached to passports. MBIE USE ONLY IN CONFIDENCE Page 14 of 91

This process is already being following for Student visa applications. BDS2 extends this functionality to Work and Visitor applications. 2.2.2 Key Changes The key changes are: Work visas, and visitor visas, for selected cohorts, can be applied for online. o Applicants will complete an application form and upload required documents. o This requires a comprehensive change to web pages, online documentation, forms, and some printed documentation. Apply on behalf can now be done online for Work, Visitor and Student. Applicants from visa waiver countries do not need to send their physical passports. o Not having physical documents to review will be a cultural shift for many IOs who rely on the documents for additional information. o IOs will need to learn alternative ways of verifying and validating information, or they can request to view documents. Visa letters will be issued instead of labels; labels will no longer be attached to passports. 2.2.3 Key Business Impacts The key business impacts are: Work will shift from being paper based to being online for some existing work streams. o SO and IO work patterns will shift from handling only paper applications and documents, to managing a mixture of paper and online applications and documents using AMS and DMS. The process after Receive is largely unchanged, except for some process complications that are the result of receiving applications being pre-accepted. o evisa means that passports will not be required with applications from visa waiver countries for selected cohorts, and visa labels will not be printed. o These shifts may have staffing impacts. Receiving applications online will make it easier to allocate assessment work. For onshore online applications, all applications can, and will be channelled through NADO. ICC will need training and updated knowledge base information to support applicants. Employers and education providers will need support when seeking to validate visas. There may be an increase in calls to ICC. MBIE USE ONLY IN CONFIDENCE Page 15 of 91

2.2.4 Key Timing Impacts The Customer Interaction Model (C6) and Centralised Lodgement (C9) are being implemented as a part of the Work & Visitor (SV24) and evisa (AD2) changes. All capability will be deployed in June, with the exception of evisa, which will be deployed in two phases (June and August). Note: Throughout this document August is used to describe the date of the second phase. The actual date of this phase is to yet be confirmed. The current Online Forms, Apply on Behalf, and evisa state is: Currently Available Online applications are currently accepted for Student (all countries) Apply on Behalf is available for Not available evisa is currently available for Not available The key phases of the BSD2 implementation are: June 2015 Online applications accepted for Work and Visitor (all countries) Apply on Behalf accepted for Work, Visitor and Student (all countries) evisa Onshore Work applications (visa waiver countries) Onshore Visitor applications (all countries except China) August 2015 evisa Offshore Work (visa waiver countries) Offshore Visitors (visa waiver countries) Offshore and Onshore Students (visa waiver countries) MBIE USE ONLY IN CONFIDENCE Page 16 of 91

The following table shows the impacts of the June and August implementations of Online Forms, Apply on Behalf and evisa. CURRENT ONLINE STATUS Online Apply on Behalf evisa Onshore Offshore Onshore Offshore Onshore Offshore Visitor NO NO NO NO NO NO Work NO NO NO NO NO NO Student All Countries All Countries NO NO NO NO JUNE Online Apply on Behalf evisa Onshore Offshore Onshore Offshore Onshore Offshore Visitor All Countries All Countries All Countries All Countries All Countries Except China NO Work All Countries All Countries All Countries All Countries Visa Waiver Countries NO Student All Countries All Countries All Countries All Countries NO NO AUGUST Online Apply on Behalf evisa Onshore Offshore Onshore Offshore Onshore Offshore Visitor All Countries All Countries All Countries All Countries All Countries Except China Visa Waiver Countries Work All Countries All Countries All Countries All Countries Student All Countries All Countries All Countries All Countries Visa Waiver Countries Visa Waiver Countries Visa Waiver Countries Visa Waiver Countries KEY NO not available Planned Release Live Note: All Apply on Behalf and evisa applications are limited to the same set of cohorts that are being made available for online applications they are subsets of Online. MBIE USE ONLY IN CONFIDENCE Page 17 of 91

2.2.5 Key Volume, Office and Timing Impacts Note: 20% uptake means: 20% of current paper applications would be submitted online. It does not mean an additional 20% increase in processing volumes The key volume, office and timing impacts of are listed below. The volume figures are estimated per annum totals unless noted otherwise, and are based on the total number of applications decided in the 2013/14 financial year. No consideration has been made for volume growth rates. Assuming a 20% uptake, the number of applications that could be lodged online are: VISITOR 37,000 Visitor Online applications - June o The greatest volume could be seen at these offices: 4,000 Onshore Manukau (estimated 2,000 change) 33,000 Offshore Shanghai, Beijing, Suva (estimated 4,000 application change per office) Mumbai, Hong Kong (estimated 2,600 change per office) o 1,000 Visitor Apply on Behalf applications - June 500 Onshore Visitor applications using Advisors Henderson (estimated 375 change) 500 Offshore Visitor applications using Advisors London, Shanghai, and Washington DC (estimated 150 to 250 change) Beijing, Manila, Mumbai, Bangkok (estimated 100 to 150 change) o 3,700 Visitor evisa applications 3,200 Onshore Visitors (all countries except China) June Manukau (estimated 1,600 change) Henderson, Hamilton, PN Student Office IPG, Wellington (estimated 200 to 300 change per office) 500 Offshore Visitors (visa waiver countries) August London (estimated 200 change) Online Impact June August Total Visitor 37,000 37,000 Apply on Behalf Impact June August Total Visitor 1,000 1,000 evisa Impact June August Total Visitor 3,200 500 3,700 MBIE USE ONLY IN CONFIDENCE Page 18 of 91

WORK 11,500 Work Online applications - June o The greatest volume could be seen at these offices: 7,500 Onshore Christchurch, Manukau, Henderson (estimated 1,300 change per office) ACAO, Hamilton, Wellington (estimated 1,000 change per office) 4,000 Offshore London (estimated 800 change) Shanghai, Manila (estimated 600 change per office) Beijing, Washington DC and Mumbai (estimated 300 change per office) o 2,900 Work Apply on Behalf applications - June 2,200 Onshore Work applications using Advisors Henderson (estimated 1,200 change) 700 Offshore Workers using Advisors Manila, London (estimated 150 to 200 change each office) o 4,300 Work evisa applications 2,700 Onshore Workers (visa waiver countries) June Christchurch, ACAO (estimated 450 to 650 change) Queenstown, Henderson, Wellington, Manukau, Hamilton (estimated 200 to 350 change) 1,600 Offshore Workers (visa waiver countries) August London (estimated 750 change) Washington DC, Shanghai, Los Angeles (estimated 150 to 250 change) Online Impact June August Total Work 11,500 11,500 Apply on Behalf Impact June August Total Work 2,900 2,900 evisa Impact June August Total Work 2,700 1,600 4,300 MBIE USE ONLY IN CONFIDENCE Page 19 of 91

STUDENT 15,800 Student Online applications (7,600 offshore + 8,300 onshore) o Student online forms are already available. o This analysis assumes a 20% uptake of online applications based on 2013/14 FY figures actual uptake figures have not been considered. o BSD2 adds Apply on Behalf functionality for all nationalities, and evisa for Student visas from visa waiver countries from August. o 3,700 Student Apply on Behalf applications - June 7,00 Onshore Student applications using Advisors Palmerston North (700) 3,000 Offshore Student using Advisors Mumbai (estimated 1,800 change) Shanghai, Beijing (estimated 500 and 250 change respectively) o 4,800 Student evisa Impact - August 2,500 Onshore Student (visa waiver countries) Palmerston North Student Office (estimated 2,500 change) 2,300 Offshore Student (visa waiver countries) Shanghai (250) Online Impact June August Total Student (15,800 already online) Apply on Behalf Impact June August Total Student 3,700 3,700 evisa Impact June August Total Student 4,800 4,800 MBIE USE ONLY IN CONFIDENCE Page 20 of 91

The following table shows the combined estimated timing/volume impacts assuming a 20% uptake: Combined Potential 20% Uptake Timing/Volume Impact of BSD2 Online Impact June August Total Visitor 37,000 37,000 Work 11,500 11,500 Student (15,800 already online) TOTAL 48,500 48,500 Apply on Behalf Impact June August Total Visitor 1,000 1,000 Work 2,900 2,900 Student 3,700 3,700 TOTAL 7,600 7,600 evisa Impact June August Total Visitor 3,200 500 3,700 Work 2,700 1,600 4,300 Student 4,800 4,800 TOTAL 5,900 6,900 12,800 Impacts from Centralised Processing (C6) In the first six months, assuming at 20% uptake and a 6.4% annual growth rate, analysis suggests an online application volume impact of 12,500. This would require 2 additional FTEs at NADO. The impact on Auckland, Henderson and Manukau will be around half an FTE. (Refer to the spreadsheet BP_-_C6_- _Centralised_Onshore_Lodgement_and_Counter_Review_-_Draft_07.xlsm for more details.) Estimated FTE Impacts of Centralised Processing. FTE Impact Northern Area Documentation Office 1.9 Auckland Central 0.5 Henderson 0.4 Manukau 0.6 Christchurch (combining Dunedin) 0.2 Hamilton 0.0 Palmerston North 0.0 Queenstown 0.1 Wellington 0.1 Total 3.8 MBIE USE ONLY IN CONFIDENCE Page 21 of 91

3 INTERNAL IMPACTS This section describes the internal impacts of the SV24 Work and Visitor Online Forms, AD2 evisa, C6 Centralised Onshore Lodgement & Counters Review, and C9 Customer Interaction Model projects on MBIE by business unit. The sections summarise the information gathered during the Detailed Impact Assessment. The full impacts and actions are listed in the Detailed Impact Assessment Spreadsheet. The internal impacts on the following business units are considered: INZ - Visa Services (including processing offices, Operations Support and ICC) INZ - Compliance, Risk and Intelligence Services (CRIS) INZ - Service Design and Performance INZ - ODCE Government Relations Resolutions Team INZ - Settlement Protection Attraction MBIE - Technical Training MBIE - Finance Corporate Services Legal Litigation Immigration and Protection Tribunal 3.1 INZ - Visa Services 3.1.1 Generic / Cross Project Impacts on Visa Services This section considers the specific impacts of the projects on Visa Services: Many of the impacts of the Work and Visitor and the evisa projects are generic: the impacts cross over to other similar projects. These impacts will be covered under evisa first; then only the Work and Visitor specific impacts are covered under Work and Visitor. MBIE USE ONLY IN CONFIDENCE Page 22 of 91

3.1.2 Work & Visitor Project Overview Introduction This section describes the SV24 Work & Visitor project. Project Overview Immigration ONLINE (IOL) - Work & Visitor (W&V) work builds on the functionality provided by IOL Student. Work & Visitor utilises the existing platform that has been created in the foundation stages of the IGMS technology work stream for Student application, and extends the online application types to cater for Work visa and Visitor visa applications. Work & Visitor also introduces new capability to the Immigration online forms including: product versioning; apply-on-behalf-of; Chinese language option; Immigration Officer (IO) document upload capability. (Note that China UnionPay is out of the scope of this release.) Impact Overview The main cultural impacts of Work & Visitor will come from the shift to working with documents in DMS, as opposed to handling paper documents, and from the potential changes to the use of Breakthrough, a triage tool that has been in place in Palmerston North and Auckland offices for around ten years. Visa Services is still considering the future of Breakthrough as part of AD1 Assess and Decide Work allocation and Workflow, the allocation of work project, and could be part of the C6 Centralised Onshore Lodgement and Counters Review project discussions. Offshore offices are already processing Student visa s online. There will be a lower cultural impact for these offices by the extension of online forms to also include Work and Visitor forms, and the receipt of these applications via the online channel. Onshore, the cultural impact will be greater because there are some offices that do not process, or only do minimal processing, of Student visas online. For Work & Visitor, the major impact for Visa Services will be on the way that online applications will be allocated once received, whether this is by office, category, risk or volume. Offices are likely to be receiving three streams of applications, online evisa, online physical visa and paper applications with physical visas. The role of NADO to centralise onshore online applications will see these applications allocated using the online function. The volume of loose passports that are submitted with an online rather than paper application because they are part of the non e-visa cohort will need to be managed. MBIE USE ONLY IN CONFIDENCE Page 23 of 91

W&V Benefits The introduction of online forms for Work and Visitor will deliver a core component of the overall operating model that the Vision 2015 Programme is seeking to implement. The project will streamline the initial stages of the application process (by the applicant), reducing processing times and manual work to capture the data into AMS. Applying online will reduce waiting times on application processing, reduce the number of documents physically sent and increase the convenience of applying for a visa (online). The expected benefit impacts of Work and Visitor are: more visa application forms moved online as part of the Vision 2015 benefits an increase in the number of Work and Visitor applications received via the online channel reduced processing times by reducing the manual work required to capture application data into AMS, and by reducing document handling reduced waiting time on application processing increased customer satisfaction from the convenience of applying for a visa online. This project s measurable benefits are: reduced labour requirements for visa application lodgement and initial processing: applicants, and those acting on their behalf, will be able to input data and upload documents removing the need for INZ staff to complete this process; less use of mail and courier services by INZ and visa applicants; a reduction in mail and storage costs; improved customer experience by reducing the time between application submissions and decisions; streamlined application process for applicants; improved completeness and accuracy of initial data through the use of forms that will guide applicants and ensure that the information provided is complete and as accurate as possible prior to submission; reduction in need for INZ staff to request further information; a reduction in rework; provision of a secure online payment service to applicants. These benefits arise from reducing or eliminating some of the following processes: printing and distributing forms keying data from forms data verification and changing incorrect information passport handling (note e-visa dependant also) checking submitted forms requesting additional information document retrieval returning failed applications collating and sending forms to offices processing payments filing and storage. MBIE USE ONLY IN CONFIDENCE Page 24 of 91

3.1.3 evisa Project Overview Introduction This section describes AD2 evisa project. Project Overview The evisa project allows visa applicants to apply for a visa online and to upload supporting documents electronically. Applicants no longer need to send in their passport at the time of application. IOs will assess applications based on these uploaded documents and issue visa letters, via upload, to the applicant s DMS. Visa labels will no longer be issued and will no longer be attached to passports. This project removes the passport from the visa application process. The passport is moved to a later stage of the customer lifecycle (to the border). This project offers customers an improved process for applying for, and receiving, a visa for entry into New Zealand. Impact Overview This project will have an impact on Visa Services and ICC staff on what they need to know, how they work, and how they support customers. The project introduces new online functionality, changes business processes, requires staff retraining, and may require adjustments to manage changing work-loads at different sites. The major change in Visa Services will be a progressive shift from managing paper-based visa applications to processing paperless online visa applications. There will be corresponding shifts in some of the tasks performed by staff. Support Officers will have fewer documents to handle. Processes for managing the inflow and allocation of work may change. Process changes will mean that alternative identity assurance methods will be required to support an online paperless system, and to minimise decision errors that may arise because applicants will be uploading their own data and documents online. ICC staff will need to understand the new processes and be ready to assist customers making online applications. Removing the physical visa label from a person s passport will require alternative ways for an applicant and third parties (employers/education providers) to view and/or confirm a person s immigration status and visa conditions. MBIE USE ONLY IN CONFIDENCE Page 25 of 91

evisa Benefits The evisa project aims to achieve the following direct benefits: Faster processing times. There should be a time saving obtained from evisas. IOs will not need to authenticate passports; they will not need to print and attach labels. Reduction in administrative tasks. Not having to receive, handle, store and return passports cuts down on administrative tasks. It also lessens the risk of passports being lost or misdirected. Cost savings. There will be a financial benefit in the reduction of courier costs of returning passports to applicants. This project is expected to have the following indirect benefits: Improved adaptability. The move to online forms will improve INZ s ability to introduce new visa application questions in response to changing business requirements. Improved capacity management. Removing the need to handle physical documents will allow work to be distributed across the system in new ways depending on timing, office workloads and capacity. Work is no longer tied to the receipt and handling of physical documents. Improved consistency. This project helps to standardise the processes of assessing visa applications. Improved use of space. There will be a reduction in spaces and security measures required to store customer documents; Improved triage. Application details will be available online, earlier, supporting automated triage (with the exception of contacts not populated through bulk data capture). This list of benefits is not comprehensive. It is included here to give a context for the following business impacts. The detailed impact analysis work has not considered in great detail the impacts of achieving the intended benefits, and how the organisation will change in the future as a result. MBIE USE ONLY IN CONFIDENCE Page 26 of 91

3.1.4 Work & Visitor and evisa Project Impacts on Visa Services Introduction This section describes the impacts of the Work & Visitor and the evisa projects on Visa Services (VS) and the Immigration Contact Centre (ICC). This section combines the impacts because they are related. Timing of Rollout The key phases of the BSD2 implementation are: June 2015 Online applications accepted for Work and Visitor (all countries) Apply on Behalf accepted for Work, Visitor and Student (all countries) evisa Onshore Work applications (visa waiver countries) Onshore Visitor applications (all countries except China) August 2015 evisa Offshore Work (visa waiver countries) Offshore Visitors (visa waiver countries) Offshore and Onshore Students (visa waiver countries) Timing Impacts The following timing impacts are noted: June is London s student peak. This is not an ideal timing for people to be familiarising themselves with new processes. MBIE USE ONLY IN CONFIDENCE Page 27 of 91

Scale of Potential Volume Impact This section considers the potential impact of evisa based on the volume of applications processed. The following table shows the total number of decided applications received in the 2013/14 financial year for Visitor, Work, and Student, the proportion of these applications that were eligible to be received online, the total and proportion of these where an advisor was or was not used, and the proportion that were from visa waiver countries (that are eligible for evisa). Table 1: Total Applications Decided by Cohort, Advisor and Visa Waiver Visitor % 20% uptake Work % 20% uptake Student % 20% uptake Total W&V % 20% uptake Total Decided Applications 235,245 171,042 100% 93,544 406,287 Total not eligible to apply online Total eligible to apply online 50,375 21% 10,075 113,512 66% 22,702 14,080 15% 2,816 163,887 40% 32,777 184,873 79% 36,975 57,530 34% 11,506 79,464 85% 15,893 242,403 60% 48,481 - Total eligible where - advisor not used 179,606 97% 35,921 43,373 75% 8,675 61,039 77% 12,208 222,979 92% 44,596 - advisor used 5,267 3% 1,053 14,157 25% 2,831 18,425 23% 3,685 19,424 8% 3,885 Eligible for online and from visa waiver countries 9,767* 4% 1,953 21,685 13% 4,337 31,452 34% 6,290 31,452 8% 6,290 Note: The Visitor figures do not include around 26,000 APEC visitor applications. These were removed in an attempt to replicate previously reported volume figures. Decided figures were used in an attempt to match previously reported figures. Refer to Appendix A Cohorts Used in Reported Figures for a list of the specific cohorts included in the figures. * These figures include China. Adjustments for China have been made in the Key Volume impacts listed above in Section 2.2.5. These figures are graphed below. Visitor Decided Applications Total decided Eligible to apply online - not using advisor - using advisor From visa waiver countries 0 50,000 100,000 150,000 200,000 250,000 MBIE USE ONLY IN CONFIDENCE Page 28 of 91

Work Decided Applications Total decided Eligible to apply online - not using advisor - using advisor From visa waiver countries 0 40,000 80,000 120,000 160,000 Student Decided Applications 0 20,000 40,000 60,000 80,000 100,000 Total decided Eligible to apply online - not using advisor - using advisor From visa waiver countries Work & Visitor Decided Applications 0 100,000 200,000 300,000 400,000 Total decided Eligible to apply online - not using advisor - using advisor From visa waiver countries Work, Visitor and Student Decided Applications 0 100,000 200,000 300,000 400,000 500,000 600,000 Total decided Eligible to apply online - not using advisor - using advisor From visa waiver countries MBIE USE ONLY IN CONFIDENCE Page 29 of 91

Description- Work & Visitor For the 2013/14 financial year: Of the 235,245 total Visitor applications received, 184,873 (79%) are for types of visa categories that could be applied for online. Of these, 179,606 (97%) did not use an advisor. A 20% online uptake of eligible online Visitor visas would be 37,000. In June, evisas are implemented for onshore Visitor applications from all countries except China. This could see 3,700 per annum issued with evisas. The estimated June-August period impact would be 1,000. In August, evisas for offshore Visitor applications from visa waiver countries are implemented. This could see an estimated 500 evisas issued. Of the 171,042 total Work applications received, 57,530 (34%) are for types of visa categories that could be applied for online. Of these, 43,373 (75%) did not use an advisor. A 20% online uptake of eligible online Work visas would be 11,500. In June, evisas are implemented for onshore Work visa applications for visa waiver countries. Of the 11,5000 work applications, 2,900 (25%) could be from onshore visa waiver countries. In August, evisas for offshore Work visa applications from visa waiver countries are implemented. An additional 1,600 applications could come on stream. Of the 406,287 total combined Visitor and Work applications received, 242,403 (60%) are for types of visa categories that could be applied for online. Of the 499,831 total combined Visitor, Work AND Student applications received, 321,867 (64%) are for types of visa categories that could be applied for online. In the 2013/14 FY, of the 184,873 Visitor Applications that could have been applied for online, a total of 9,767 (4%) are from visa waiver countries these are potential evisa applications. In the 2013/14 FY, of the 57,530 Work Applications that could have been applied for online, 21,685 (13%) are from visa waiver countries these are potential evisa applications. Of the total 268,697 Applications for Work and Visitor (not including Student) that could have been applied for online, 31,452 (13%) are from visa free countries these are potential evisa applications. MBIE USE ONLY IN CONFIDENCE Page 30 of 91

Description - Student Of the 93,544 total Student applications received, 79,464 are for types of visa categories that could be applied for online. Of these, 14,947 used an advisor and applied offshore; 3,547 used an advisor and applied onshore. Online Student visa has been available since August 2014. In August, onshore and offshore evisa s are available for Student. potential impact onshore of 2,500, and offshore of 2,300. This has a Of 79,500 Student applications from all countries, 18,500 used an advisor. Assuming a 20% uptake, then 3,700 online Student applications could use an advisor. MBIE USE ONLY IN CONFIDENCE Page 31 of 91

Potential Uptake Volume Impacts First 11 Weeks The table below forecasts estimated volumes based on different online take up rates over an 11 week period. This is a proposed initial release of evisa for onshore work visa applicants from visa waiver countries, and all onshore visitor visa applicants (excluding Chinese nationals). The table also identifies hard and soft dependencies on technology enablers: a hard dependency means the functionality is required to deploy; deploying without this functionality will introduce risk a soft dependency means, while the functionality is desirable, risks of deploying without this functionality are considered manageable. Table 2: evisa deployment within BSD2 Estimated Volume Uptake over 11 weeks Cohort Dependency Estimated Volume 20% uptake (over 11 weeks) Estimated Volume 50% uptake (over 11 weeks) Proposed Deployment Onshore Visitors No dependencies 1,110 2,790 June 2015 Onshore Workers (visa waiver countries) Offshore Visitors (visa waiver countries) Offshore Workers (visa waiver countries) Offshore & onshore students (visa waiver countries) VVS Visa Verification Service. Zealand. No dependency Soft dependency: VVS Soft dependency: SITA solution Soft dependency: VVS Soft dependency: SITA solution Soft dependency: VVS Soft dependency: SITA solution Soft dependency: VVS Hard dependency: VisaView for Education Providers Source: evisa Deployment Dates PDG Decision Memo April 2015 530 1,340 June 2015 120 310 August 2015 (tbc) 520 1,290 August 2015 (tbc) 770 1,940 August 2015 (tbc) SITA solution a solution to enable non APP feeder airlines to query a passenger s right to travel to New MBIE USE ONLY IN CONFIDENCE Page 32 of 91

Online Forms Volume Impact The provision of online Work and Visitor forms will have the following annual volume impact, assuming a 20% uptake: VISITOR WORK 37,000 Visitor Online applications - June o The greatest volume could be seen at these offices: 4,000 Onshore Manukau (estimated 2,000 change) 33,000 Offshore Shanghai, Beijing, Suva (estimated 4,000 application change per office) Mumbai, Hong Kong (estimated 2,600 change per office) 11,500 Work Online applications - June o The greatest volume could be seen at these offices: 7,500 Onshore Christchurch, Manukau, Henderson (estimated 1,300 change per office) ACAO, Hamilton, Wellington (estimated 1,000 change per office) 4,000 Offshore London (estimated 800 change) Shanghai, Manila (estimated 600 change per office) Beijing, Washington DC and Mumbai (estimated 300 change per office) Online Impact June August Total Visitor 37,000 37,000 Work 11,500 11,500 Student (15,800 already online) TOTAL 48,500 48,500 MBIE USE ONLY IN CONFIDENCE Page 33 of 91

Apply on Behalf Volume Impacts The apply on behalf function may see an increase in the number of advisors in some markets, and an increase in the number of applications made by advisors. Assuming a 20% uptake (but not making any volume growth assumptions), the total potential annual volume impacts are: VISITOR o 1,000 Visitor Apply on Behalf applications - June 500 Onshore Visitor applications using Advisors Henderson (estimated 375 change) 500 Offshore Visitor applications using Advisors London, Shanghai, and Washington DC (estimated 150 to 250 change) Beijing, Manila, Mumbai, Bangkok (estimated 100 to 150 change) WORK o 2,900 Work Apply on Behalf applications - June 2,200 Onshore Work applications using Advisors Henderson (estimated 1,200 change) 700 Offshore Workers using Advisors Manila, London (estimated 150 to 200 change each office) STUDENT o 3,700 Student Apply on Behalf applications - June 7,00 Onshore Student applications using Advisors Palmerston North (700) 3,000 Offshore Student using Advisors Mumbai (estimated 1,800 change) Shanghai, Beijing (estimated 500 and 250 change respectively) Apply on Behalf Impact June August Total Visitor 1,000 1,000 Work 2,900 2,900 Student 3,700 3,700 TOTAL 7,600 7,600 Response: The monitoring of and response to changing Apply on Behalf volumes will be managed as BAU. MBIE USE ONLY IN CONFIDENCE Page 34 of 91

evisa Volume Impact The provision of online Work and Visitor forms will have the following annual volume impact, assuming a 20% uptake: VISITOR WORK STUDENT o o o 3,700 Visitor evisa applications 3,200 Onshore Visitors (all countries except China) June Manukau (estimated 1,600 change) Henderson, Hamilton, PN Student Office IPG, Wellington (estimated 200 to 300 change per office) 500 Offshore Visitors (visa waiver countries) August London (estimated 200 change) 4,300 Work evisa applications 2,700 Onshore Workers (visa waiver countries) June Christchurch, ACAO (estimated 450 to 650 change) Queenstown, Henderson, Wellington, Manukau, Hamilton (estimated 200 to 350 change) 1,600 Offshore Workers (visa waiver countries) August London (estimated 750 change) Washington DC, Shanghai, Los Angeles (estimated 150 to 250 change) 4,800 Student evisa Impact - August 2,500 Onshore Student (visa waiver countries) Palmerston North Student Office (estimated 2,500 change) 2,300 Offshore Student (visa waiver countries) Shanghai (250) evisa Impact June August Total Visitor 3,200 500 3,700 Work 2,700 1,600 4,300 Student 4,800 4,800 TOTAL 5,900 6,900 12,800 MBIE USE ONLY IN CONFIDENCE Page 35 of 91

Location Impacts: Impacted Offices Refer to Appendix B Location Impacts for the location impact tables and graphs. This section shows assumed 20% and 50% uptake impacts for decided visas for the cohort applications by work/visitor/student, by onshore/offshore, by non-advisor/advisor, and by all nationalities/visa waiver countries. Summary A summary of the most important location impacts is presented here. The summary lists high volume offices and the volume range of application decisions made by those offices. (For example, Beijing decides in the range of 20,000 to 25,000 offshore visitor applications per year.) (Note the summaries do not give the a summary of the 20% uptake figures for offices.) Summary Onshore All Countries The onshore offices processing the greatest number of visitor applications are: APEC Unit (25,000) these are not eligible and are not affected Manukau (10,000) (8,000 ex China) Henderson (2,000) (1,500 ex China) The onshore offices processing the greatest number of work applications are: Christchurch, Manukau, Henderson (6,000 to 7,000) ACAO, Hamilton, Wellington (3,000 to 5,000) The onshore offices processing the greatest number both work and visitor applications are: Manukau (16,000) (14,000 ex China) Henderson, Christchurch (5,000 to 10,000) (4,500 to 9,500 ex China) Summary Offshore All Countries The offshore offices processing the greatest number of visitor applications are: Beijing, Shanghai, Suva (20,000 to 25,000) Mumbai and Hong Kong (10,000 to 15,000) The offshore offices processing the greatest number of work applications are: London (3,000 to 4,000) Shanghai, Manila (2,000 to 3,000) Beijing, Washington DC and Mumbai (1,000 to 2,000) The offshore offices processing the greatest number both work and visitor applications are: Shanghai, Beijing, Suva (20,000 to 30,000) Mumbai, Hong Kong (10,000 to 15,000) Manila, Bangkok, New Delhi (9,000 to 10,000) MBIE USE ONLY IN CONFIDENCE Page 36 of 91

Summary Onshore Visa Waiver The onshore offices processing the greatest number of visa waiver visitor applications are: Manukau (3,500) The onshore offices processing the greatest number of visa waiver work applications are: Christchurch (3,000 to 3,500) ACAO, Queenstown, Henderson, Wellington, Manukau, Hamilton (1,000 to 2,500) The onshore offices processing the greatest number both visa waiver work and visitor applications are: Manukau, Christchurch (3,500 to 4,500) ACAO, Henderson, Queenstown, Hamilton, Wellington, Palmerston North Student (1,500 to 2,500) Summary Offshore Visa Waiver The offshore offices processing the greatest number of visa waiver visitor applications are: London (1,000) Washington DC, Hong Kong (200 400) The offshore offices processing the greatest number of visa waiver work applications are: London (4,000) Washington DC, Shanghai, Los Angeles (500 to 1,500) The offshore offices processing the greatest number both visa waiver work and visitor applications are: London (5,000) Washington DC, Shanghai, Los Angeles (1,000 to 2,000) MBIE USE ONLY IN CONFIDENCE Page 37 of 91

Capacity Impacts The uptake of online applications may change IM, SO and IO workloads at different sites. The most likely impact on staffing levels will be in the contact centre. There is a potential increase in call volumes, from both customers seeking application or RealMe support, and employers/education providers seeking to validate visas. There is an expected increase in the number of technical support calls. There may be a reduction in the number of application support calls due to the active help in the Online forms. Response: ICC has employed technical support customer service officers. The project has been designed to stagger the introduction of online services to selected customer groups and location areas (onshore/offshore). The online channel submission reporting capability (already available for student online) is being expanded to accommodate evisa and Work & Visitor. ICC will monitor call volumes and vary shifts and resourcing if call volumes change. The Change Implementation Plan includes tasks to track and report the uptake of online and evisa use. The communication of uptake rates will be important to the ongoing management of staffing loads and office performance. Capacity Planning Apply on Behalf Apply on Behalf is being implemented for Work, Visitor and Student applications in June. Making Online Apply on Behalf available to Advisors may see an increase in the volume of online applications coming from Advisors. Onshore: Henderson office will be most impacted for Visitor and Work, and Palmerston North for Student. Offshore: The following offices will be the most impacted (estimated 20% uptake volumes shown): Visitor 500 Offshore Visitor applications using Advisors London, Shanghai, and Washington DC (estimated 150 to 250 change) Beijing, Manila, Mumbai, Bangkok (estimated 100 to 150 change) Work 700 Offshore Workers using Advisors Manila, London (estimated 150 to 200 change each office) Student 3,000 Offshore Student using Advisors Mumbai (estimated 1,800 change) Shanghai, Beijing (estimated 500 and 250 change respectively) MBIE USE ONLY IN CONFIDENCE Page 38 of 91

Staff Impacts Visa Services will bear the greatest impact in INZ: the changes will require a cultural shift and a procedural shift in the way that IMs, SOs and IOs work. The overall major impacts are listed below. Impact on IM work IMs will spend more time managing work streams. Impact on SO work The majority of the lodgement work will now be done by the applicant. Onshore this has a moderate impact where this lodgement work is currently completed by SOs. Offshore VACs lodge paper applications, so there will be little change to lodgement activities due to online applications. The amount of time spent by SOs managing mail and handling documents will decrease. The reduction in these administrative tasks may be offset by other administration tasks involved in pre-assessment activities picked up by SO roles. The potential role alignment implications are yet to be determined, particularly onshore and at NADO due to centralised lodgement of onshore applications. Response: Changes to SO tasks are being managed by the Change Management Plan. Future changes in SO tasks, flowing from the process changes, are yet to be determined; this is being overseen by the AD44 Role Alignment initiative. Impact on IO work IOs will move from handling paper visa applications to processing applications preloaded in DMS. Offshore offices and Palmerston North are currently using DMS for Student Applications. Working with DMS will be new for most onshore offices. IOs impacted by the change will need to receive applications online instead of in a physical, paper form; use the DMS to access applications supporting documentation; where the application is eligible for an evisa: o learn to make decisions without having a passport to review; o learn new ways to validate uploaded documents and seek alternative evidence that would previously be found in the passport; request and wait for additional documentation when required; issue and upload visas to the applicant s DMS. For many IOs, the move away from handling passports and application documents may be a significant cultural shift in the way they work. This change will impact all IOs, except those where evisas are already being issued. Response: The changes to IO work tasks are being managed by Communication, Training, Change Management, and Implementation Plans. Specific tasks to prepare the business and IOs for changes are contained in the Readiness Checklist. MBIE USE ONLY IN CONFIDENCE Page 39 of 91

Staff Impacts (continued) Changes to Staff Resource Management The shift from paper based processing to online application processing, and the subsequent shifts in workloads and processing times, may result in staff resourcing changes. This will be dependent on the rate of uptake. This may especially impact central onshore online processing. Response: The management of staff resourcing, as a result of the implementation of the changes, will be managed as BAU. It is noted that VS has had an interim recruitment strategy in place since 2012 in anticipation of the IGMS Project, i.e. engaging some new staff on fixed term contracts of employment. This strategy, together with attrition, will mitigate the impact of the changes on permanent INZ staff. Changes to Performance Expectations A move to online applications and evisas, in conjunction with online medicals, could lead to shifts in staff performance expectations. IOs could be expected to make decisions in shorter time frames. Recent communications to staff have indicated there are currently no changes in the expectation of IO processing times. If there are changes in performance expectations then these could be incorporated in Training materials and training sessions. Response: Business expectations of performance are being managed through the project s Communication plans, and by the Performance and Reporting Project. Changes to ICC Support Knowledge Required ICC staff will need new information and training to support new types of customer calls, and changes in the frequency of those calls. The main impact on ICC is likely to be the number of calls from employers and educational institutions wanting to validate visas, or view details on the visa conditions of their employees/students. ICC staff will also need process knowledge in order to support customers making online applications. They need to be able to support applicants wanting to re-set their Real Me accounts. (Around 30% of current ICC staff already have the knowledge to do this.) Response: Changes to ICC knowledge and customer support are being managed through Training plans. MBIE USE ONLY IN CONFIDENCE Page 40 of 91

Business Risk Impacts The actual impacts of this project depend on the mitigation and management of the following project risks. Business Continuity Risk The loss of the AMS or DMS systems will prevent the receipt and processing of online applications. The loss of AMS will jeopardise the ability to process the applications that have been received. A Business Continuity Plan (BCP) for the loss of AMS is already in place. The loss of DMS for an extended period of time will require a backup process for receiving and loading applications. The BCP created for Immigration ONLINE Student will be enhanced to cater for the Work & Visitor release. Response: This is being managed as a part of the Transition Plan. Loss of Access to Important Passport Information IOs will have access to passport bio details to verify identity. A shift to evisas may see IOs making more requests for additional information. Mitigation: IOs can request additional documents if required. Increased Potential for Forged Passports Not seeing a passport during the visa application process may increase the risk of not identifying forged or manipulated passports. Mitigation: IOs can request additional documents if required. Business Risk Impacts (continued) Fraudulent Generation of Visa Letters There are no security features on the visa decision letters. These letters are uploaded to the applicant s DMS and are accessible to the applicant. They are used to communicate to employers and education providers an applicant s valid visa status. By not issuing physical labels and sending letters of approval, temporary visa holders could fraudulently amend a copy of the letter, and use the letter to obtain services such as Health cover or education services. Response: This issue is being managed through the Change Management Plan and Communications Plan. VisaView and Visa Verification services will be made available to validate visa status. The ICC can validate visa status. MBIE USE ONLY IN CONFIDENCE Page 41 of 91

Business Risk Impacts (continued) Process Changes Impact Border Control Performance Not sighting the passport prior to the issuing of a visa may result in more work by Border staff at the point of entry. There could also be an increase in the number of referrals to INZ Border due to applicants who self-applied entering wrong details about their passport in their online forms. Response: This issue will be managed through the Communications Plan and as BAU using existing Border control processes. The issue will be monitored through implementation and transition. Loss of Local Knowledge In the move to a non-regional allocation model onshore, an applicant may be disadvantaged if their application is assessed by an officer outside of the region where the application is made the processing officer may suffer from a lack of local knowledge about a particular employer/sponsor. Response: The Training Plan highlights the importance of keeping comprehensive notes in AMS. Financial Processes May Not Keep Up The ability to reconcile online payments with online applications is vital. Finance (Peter Holbert) has confirmed that there is a current ability to reconcile online payments with online applications. System load testing has been done at maximum expected volume levels to confirm capacity. Response: Manage as BAU. Online Applications Contain Fraudulent Documents In the new process applicants are in control of the upload of their own source documents. There is a potential for online applications to contain fraudulent documents. How will an IO identify or verify these? An IO can request original document if they suspect that documents are fraudulent. There is some concern over how often IO s will request these original documents so they can be verified. Response: Manage as BAU. MBIE USE ONLY IN CONFIDENCE Page 42 of 91

Business Risk Impacts (continued) Incorrect emedical Number Risk With medical results now being entered online, there is a risk that applicants may enter an incorrect emedical number on the online application. It would be possible for false numbers or false clinic details to be entered and submitted. Assuming the system accepts the application this may lead to more work for the SO as they will need to retrieve the valid emedical number from the Health system. Response: This risk is addressed in Training Plan. IOs will continue to perform validity checks as BAU. Business Risk Impacts (continued) Changes to the Immigration Risk Triangle Typically, immigration identity management hinges on being able to establish a relationship between a client, their passport (biographics and photo), and one or more biometric images stored centrally. This is a 3-way relationship. By removing the passport INZ loses that three way link. Removing the passport from the application process means INZ does not get a passport photo (physical or e-chip) until the Border. Response: Manage as BAU. Potential Changes in Work Ethics Because of the additional task of scanning and uploading documents to DMS there is a risk that documents might be inadvertently, or deliberately, not scanned and uploaded. This may occur due to time pressures, neglect, misunderstanding, or fraud. This may impact the quality of decision making. This risk is the same as the current risk of an IO choosing to ignore a paper document. Response: Manage as BAU. Inconsistent Processing If paper applications are still being accepted in offices for those application types that are also available online then this could lead to inconsistencies in processing. Response: This will be managed by the Change Management Plan and as BAU. MBIE USE ONLY IN CONFIDENCE Page 43 of 91

Business Risk Impacts (continued) Processing Fails to Identify Multiple IDs Until IDME is operating (late November 2015), if an applicant has multiple IDs in AMS but then applies online visa free, the multiple ID s don t get picked up immediately. IOs will need to remember to check AMS and DMS for previous applications and links and multiple IDs for the same person. There is an overnight identity matching job that runs in AMS that is used to manage duplicates loaded through the bulk data capture (BDC) from VACs. Response: Manage through the Training Plan. Managed through existing duplicate checking routines. Other Risks Multiple changes being implemented at the same time may confuse staff. AMS evisa functionality will not be able to distinguish between a visa waiver/non visa waiver application. IOs will need to check DMS PDF and visa waiver country lists to determine whether an applicant is eligible or not. The change from issuing paper labels attached to passports, to issuing visa letters, may create potential issues for customers outside the New Zealand context where the visa label is important. MBIE USE ONLY IN CONFIDENCE Page 44 of 91

Technology Impacts The Work & Visitor and evisa projects rely on the current AMS platform. AMS already has the functionality to issue visas electronically. The Work & Visitor and evisa projects rely on on DMS. DMS is already being used by the business and is already available to all IOs processing Student Visas. Response: Provision AMS and DMS as a part of the Change Management Plan. Technology Access Impacts VS Staff will need access to AMS and DMS. Not all staff have access to functionality in AMS to issue visas electronically. AMS access needs to be requested. This process is already in place and will be followed during implementation. The VS processing Officers will require access to DMS. Most operational parts of INZ gained access to DMS with the Student release. All additional staff who will be processing online applications will require access. Response: The exact staff will be identified and provisioned as an action under the Implementation Plan. This task is tracked in the Readiness Checklist. Facilities Impacts There will be a reduction in the amount of space and security measures required to store customer documents. MBIE USE ONLY IN CONFIDENCE Page 45 of 91

Legal Impacts There are three issues that are being addressed by Legal. Instructions do not require upload of passport bio page Immigration Instructions E4.50.2 do not require applicants applying online to upload the bio page of their passport, but the online form does. The online form instructions are based on the Immigration Act. This will have no impact on Border who have existing processes to compare an applicant s passport details with their online application details. The instructions are being checked for consistency. Response: This issue is being tracked in the Readiness Checklist. Does the word post include email? Immigration Instructions E7.35c requires that a decline decision letter is to be posted. The decline decision letter is made available in an applicant s DMS account as soon as the decision is made, and the applicant is emailed to let them know the decision letter is there. Legal is checking the Act to confirm that posted includes emailed communications. SOPs, Instructions and the customer Interaction Model will then be updated and aligned. Response: This issue is being tracked in the Readiness Checklist. Do emailed decline letters still need 14 days to deliver? Declined applicants onshore have reconsideration rights to request reconsideration of decision within 14 days of notification of decision. The notification period allows for 7 days for the decline decision letter to get to the applicant. Will this still apply for online applications where notification is done by electronic means? The definition of 14 days notice is going through its third reading in Parliament. Once the wording has been confirmed, Legal (Paul Gilbert) will ensure that the following are aligned to the Act: letter templates, SOPs, Instructions and the Customer Interaction Model. Response: The instructions are being checked for consistency. MBIE USE ONLY IN CONFIDENCE Page 46 of 91

Communication Impacts All communication messages need to be updated to be consistent and to match new processes. This impacts the wording of website pages, forms and guides and SOPs for both Work & Visitor and evisa online forms. Legal oversight is required to ensure content and forms are aligned with legislation. Response: Communication needs are being managed by the Communications Plan. There is a range of actions on the Readiness Checklist to ensure that the following actions have been taken: Review and update web content. Review and update all process documentation. Reviewed and update SOPs, including o o SOPs for label procedures SOPs for the way OIA requests are handled. Review and update all communication artefacts (e.g. template decision letters). MBIE USE ONLY IN CONFIDENCE Page 47 of 91

Process Changes Visa Services This section outlines a number of VS process changes and the impacts of those changes. There are no process changes for ICC. Current Process Overview The current visa application process is paper based. Pre-change processes: Paper applications received with passport. Applications loaded into AMS by Support Officers. Triage performed by IMs. Applications allocated to IOs based on experience, skill and triage risk rating. IO views documents and accesses AMS to process application. IO performs additional paper document validation steps as required. On approval, IO prints and attaches visa label to passport. Passport and acceptance/rejection letter returned to applicant. New Process Overview In the new process applications will be entered online, and pre-loaded into AMS. This will replace the receipt of paper applications that then need to be loaded into AMS. For evisa applications, there will be no need for an applicant to send in passports. A visa label will not be physically issued and will no longer be attached to passports. This will reduce the manual handling of passports. Post-change process: Applicant registers for RealMe login ID. Applicant makes application online. Application data is loaded directly into AMS. Applicant uploads copies of supporting evidence. Uploaded documents saved in DMS. Passport not required for evisa application. Support Officer to check application information has been entered correctly to AMS. Triage performed. Applications allocated to processing queues. IO accesses AMS and DMS to view and process application. IO performs additional online document validation steps as required. IO to check DMS PDF & visa waiver country list to make sure applicant is eligible or not because AMS evisa functionality will not be able to distinguish between a visa waiver/non visa waiver application. On approval, IO sets acceptance flag within AMS system. No label printed if eligible for evisa. Acceptance/rejection letter returned to applicant, including evisa details if visa approved. Applicant can log on and view application status at any time. Process W&V There are a number of detailed process changes needed to to deliver W&V online. Some of these process changes are listed in Appendix C - Work & Visitor Process Change Questions. MBIE USE ONLY IN CONFIDENCE Page 48 of 91

Process Change Impacts Cannot RFL Implications of Receiving Applications Pre-accepted Online applications arrive already accepted; they can no longer be rejected as a Return Failed Lodgement (RFL) application. This can be problematic: some Student applicants have been applying for visas without uploading the requested documents. This means that the application is held open until the additional documents are uploaded. This may impact IO and office performance ratings. This may slow down processing times. This issue has already been considered as a part of Student Visa. Monitoring of this issue is showing that the number of times this happens is very low. The RFL process will be more difficult when applicants select the wrong application type. The decision may see more refunds or requests for further information if a replacement application is raised. The original AMS application would not be able to be closed until a decision is reached. Response: Actions to consider this are included in the Readiness Checklist. This issue will be managed during Early Life Support, and through the Transition Management Plan. Split Family Applications Family Applications not Expected Online There is a potential for some family applications to be split if the Primary Applicant applies online and dependents have to apply by paper this has been evident in London. This would have a customer impact: splitting applications, rather than dealing with them as a group, increases the application cost. The uptake of online applications could be slower than expected if family applications continue to be accepted in paper form, to prevent them from being split up. The ability to make group applications is a customer expectation; customers will expect the functionality to be available online. This expectation needs to be managed. Response: This issue is being managed through the Communications Plan. Communications on website/guides will highlight this issue and contain instruction that family or group applications like this should be submitted by paper. Approve In Principle Prevents Uploads Approve in Principle (AIP) Prevents Upload Once an application has been Approved in Principle (AIP d), clients are no longer able to upload documents. This poses an issue when waiting on a particular document which is the AIP requirement, for instance, the fees receipt for student applicants. (London has high numbers of applications AIP d pending fee receipts). The alternative of not AIP ing until all documents are received would result in a possible hit on timeliness standards. Response: This issue is being managed by SOPs. MBIE USE ONLY IN CONFIDENCE Page 49 of 91

Process Change Impacts (Continued) Applicants Can Apply Under Wrong Category Applicants Can Apply Under Wrong Category Online customers self-selecting the wrong application type can introduced process inefficiencies if those applications have to be re-lodged under the correct application category. The potential for this to occur across Work and Visitor is high. The re-lodgement of applications has process and system implications for customers and INZ. When re-lodging an application, the original application in AMS cannot be closed or lapsed because if that happens the client cannot upload further documents in DMS. This results in a client having two applications open until such time as the application can be decided or AIP d only then can the original application be closed with the decision replaced by new. The re-lodgement of applications has fee implications. The fee can still be waived in AMS on the re-lodged application but tendered/accepted figures are consistently higher than their decided figures for the online student applications, which reflects the number having to be re-lodged. Response: This issue is being managed by a series of actions listed in the Readiness Checklist, and by Communication and Training Plans. Fee Waivers Fee Waivers & Refunds Fee waivers are likely to occur for online applications if an application is accepted but it is in a wrong category. Fee waivers are not available prior to accepting an application. Case officers will have to re-raise the correct application in AMS, needing to fee waive the new application and take further fee if the correct fee is more than the original fee, or refund fees if it is less. The management of fee waivers and refunds for online applications may see an increase in the work load for Support Officers and for Finance. Response: This issue is being addressed by the Change Management Plan and by actions in the Readiness Checklist. Changing Advisors If Applicant Changes Advisor Applicants may lodge an application online but then need to engage an advisor, or change their advisor, or an advisor needs access to DMS to see an applicant s application history. If the applicant changes advisor then this information may be read by the wrong person. The applicant needs to be assured that INZ captures the new Advisor details in AMS and that the application in DMS is not available to be viewed by the former Advisor. Past advisors would be instructed to ask clients to access and print their application details or they could lodge a Privacy Act request to obtain application details. Response: Addressed by Training Plan. MBIE USE ONLY IN CONFIDENCE Page 50 of 91

Process Change Impacts (Continued) Upload Process Might Make Sensitive Docs Available INZ Upload Function May Give Information Access to Wrong Person BSD2 includes a new INZ document upload function. This is a new process. If sensitive documents are uploaded, and an applicant is assisted, or changes advisor, then the information might be read by the wrong person. Response: Addressed by the Training Plan. Additional Documents Additional Documents Additional process changes are needed to manage additional information that arrives by paper to support online applications. Response: this issue is being addressed by the Change Implementation Plan. Establishing Identity for Visa renewal Confirming Identity When Renewing Visa With evisa, if applicants wish to renew their work/visitor visa how does an Immigration Officer confirm the identity without ever viewing the passport? Response: Addressed by the Change Implementation Plan. evisas beyond passport expiry evisas that extend beyond Passport Expiry End Dates Immigration Instructions E3.10b allows for work visas to be issued beyond the applicants passport expiry date but if the person then wishes to travel out of/or to NZ they will need to transfer the visa into their new passport since the visa is linked to the passport, not to client field in AMS. Response: Addressed by the Change Implementation Plan. AMS allows visas for non-visa-waiver applicants evisas Could be Issued to Non Visa-waiver Applicants The functionality of AMS to issue evisas will be available to non-visa waiver applicants. IO s will need to check whether the applicant is actually eligible or not. Response: Manage as BAU. Pending idal changes Pending Automated idal changes The automated data aggregation layer (idal) functionality will not be operational on go live. This system is designed to automatically upload a visa decision letter to an applicant s online account, and notify them that they should check their account for the decision letter. Response: There are existing manual processes in place to provide this functionality. No change action is required. MBIE USE ONLY IN CONFIDENCE Page 51 of 91

Knowledge Changes ICC The changes in the types of queries that ICC will respond are shown in the following table: Who Pre change Post change (bold = change in knowledge) Applicant Employer / Education provider Advisor Am I required to apply for a visa? Am I eligible to apply for a visa? What do I need to do to apply for a visa? How do I fill out the paper form? What supporting documentation do I need to provide? What is the status of my application? Why was my application rejected? Is this person s visa valid? What are the terms of this person s visa? In addition to the Applicant knowledge: What do I need to do to register as an advisor? What do I have to do to register that I am an advisor for this application? How can I view the status of an application for which I am an advisor? Am I required to apply for a visa? Am I eligible to apply for a visa? What do I need to do to apply for a visa? Am I eligible to apply for a visa online? How do I register for RealMe? How do I reset my RealMe logon? How do I complete the online form? How do I upload supporting documents? How can I change my application details or uploaded documents? What if I don t have everything I need at the time I am entering my online application? How can I view the status of my application? What is the status of my application? Why was my application rejected? Is this person s visa valid? What are the terms of this person s visa? (Can this person study this course at this education provider?) In addition to the Applicant knowledge: What do I need to do to register as an advisor for online applications? What do I have to do to register that I am an advisor for this online application? How can I view the status of an online application for which I am an advisor? How can I update or correct or access online application details? Response: Knowledge changes are being managed through the Training Plan. Non-Regional Allocation Model Onshore The introduction of proportion based allocation will impact officers who may have knowledge gaps in processing and verifying certain regional applications. Response: The Training Plan highlights the importance of keeping comprehensive notes in AMS. MBIE USE ONLY IN CONFIDENCE Page 52 of 91

Cultural Change embracing the new The Shift to evisas The concept of evisas will be a big change for the majority of Offices, except for the Auckland Offices, Suva, and applications for Working Holiday Schemes which issue visas electronically. The majority of Visa Services offices will be new to working with the DMS and will need to adjust to receiving applications online as opposed to physically by paper. Over a longer term, Visa Services staff need to adapt to the ability of the organisation to shift work (by the allocation of visa processing) in response to changing demands in different markets. Response: These changes are being addressed through the Change Management Plan and Communications Plan. Cultural Impacts letting go of the old The Shift Away From Paper Documents Processing officers (SOs, IOs and IMs) will no longer be handling passports or physical documents. The shift to relying on electronic copies of documents in DMS will be new for many IO staff. This may represent a loss of control, and the loss of access to what IOs consider is valuable (or essential) information in deciding whether to issue a visa. This may be a significant cultural shift for many. Response: These changes are being addressed through the Change Management Plan, the Communications Plan and the Implementation Plan. Cultural Impacts letting go of the old Breakthrough Breakthrough is a triage tool used in Auckland (Work and Visitor) and Palmerston North (Student). An evisa cannot be issued in Breakthrough for Work & Students. The introduction of evisa may be perceived negativity by some staff who rely on Breakthrough. Response: The future of Breakthrough for the Auckland region is still to be determined as part of the allocation of work project AD1 Assess and Decide Work Allocation and Workflow and could be part of the C6 Centralised Onshore Lodgement and counters Review project discussions. MBIE USE ONLY IN CONFIDENCE Page 53 of 91

Training Impacts There are training impacts on ICC and VS staff. Training materials are being prepared by Kineo, and will be delivered through INZ s online learning portal. Training modules will specify how to use DMS and when evisa can be used with eligible cohorts. Training is being targeted to DMS group roles. Current training material prepared for Student visas is also likely to be available. The time required to understand and complete training modules may take staff away from their substantial role. Training needs to be delivered during a window of time sufficient for sites to arrange staff availability (for example, over a two week period, allowing for two hours per person). Office managers will be planning local training schedules. ICC staff need training in RealMe registration, use and password reset Work & Visitor/eVisa online forms Work & Visitor/eVisa application processing how to validate an evisa for an employer/educator how to validate the emedical number on the online application. All ICC staff need access to Knowledge base containing forms and form completion guides, answers to FAQs. Visa Services staff need training in new evisa online application processes, including ways to validate identity and documents AMS changes DMS use The implications of an applicant changing advisor, and the restrictions on access for previous advisors. Response: Training is being planned and delivered by Kineo according to the project s Training Plan. MBIE USE ONLY IN CONFIDENCE Page 54 of 91

Stakeholder Impacts - Customers This section highlights key stakeholder impacts. consider in Section 4: External Impacts. Improved Service Other stakeholder impacts are Customers will be impacted by the provision of an improved service and faster response times. Potential Confusion The introduction of new channels for the application of visas may introduce confusion in the market. The requirements for different visa application types (cohorts), visa types (paper label or evisa), and different application channels (paper, online), requires targeted communication to educate customers. Response: Customer impacts and communication needs are being addressed by the Communications Plan. Customers Potentially Disadvantaged by No Paper Forms The future decision to cease the use of paper forms may disadvantage some applicants where online capability is not available. Response: This issue will be managed as a part of C8 Channel Uptake Strategy and C9 Customer Interaction Model. Employers and Schools The evisa project is changing what constitutes valid evidence of visa entitlement. Third parties will be required to adopt alternative ways to view and/or confirm a person s immigration status and visa conditions. This shift could take some time. INZ will need to provide support to both applicants, seeking to demonstrate the validity of their visa, and employers seeking to confirm that validity. The move to online/ evisa is likely to increase calls to ICC while Employer s learn to accept visa letters. Response: This issue is being managed by the Communications Plan. Southern Colour Print The main impact on Visa Services - Operations Support will be to monitor the level of labels currently in circulation and the contractual relationship with Southern Colour Print who manufactures the labels. INZ has a commercial arrangement with Southern Colour Print for the printing and supply of visa labels. The volume of labels required is going to reduce under evisa. Operations Support will need to engage with Southern Colour Print to review the supply contract. (Note that Service Design & Performance holds the budget for the supply of visa labels.) Response: This issue will be managed through the Readiness Checklist. MBIE USE ONLY IN CONFIDENCE Page 55 of 91

3.1.5 Centralised Lodgement Project Impacts on Visa Services (C6) Introduction This section considers the impacts of the Centralised Lodgement project on Visa Services. Overview The Centralised Onshore Lodgement and Counters Review project (C6) is the centralising of onshore online application lodgement at NADO. This will create a central onshore point to allocate online applications by category. It will also standardise the onshore online lodgement process. All online applications will be directed to NADO. NADO will check applications then allocate them to offices for processing. Phase 1 of the C6 Centralised Onshore Lodgement and Counters Review project builds on the concept of utilising the Northern Area Documentation Office (NADO) as an onshore Visa Application Centre (VAC) for Work & Visitor applications lodged onshore online. Impact Summary The impacts of this project will be on standard operating procedures for NADO and office offices, processing volumes will change, and staffing levels may need to be adjusted to manage changing application volumes. The changes required to centralise onshore online application lodgement at NADO and the allocation of applications to offices, are being managed by the C6 Change Management Plan. Impacted Offices This change will redistribute workloads between NADO and the following offices: Auckland Central, Henderson, Manukau, Christchurch, Hamilton, Palmerston North, Queenstown and Wellington. Volume & Staffing Impacts Channelling online onshore applications through NADO will see a corresponding reduction in the number of paper applications of the same type being processed through other INZ onshore offices. The Vision 2015 project has conducted detailed scenario planning to project the impact of the changes on NADO and onshore offices from different uptake and application growth rates. For example, in the first six months, assuming at 20% uptake and an 6.4% annual growth rate, this analysis suggests an increase of 12,500 applications. This increase would require 2 additional FTEs at NADO. FTE Impact Northern Area Documentation Office 1.9 Auckland Central 0.5 Henderson 0.4 Manukau 0.6 Christchurch (combining Dunedin) 0.2 Hamilton 0.0 Palmerston North 0.0 Queenstown 0.1 Wellington 0.1 Total 3.8 MBIE USE ONLY IN CONFIDENCE Page 56 of 91

Volume & Staffing Impacts (Continued) Processing Changes The level of Support Officer resourcing in Branches might need to be considered as the level of paper applications reduces over time. Response: This scenario planning has been detailed, and has been conducted as a part of the Change Implementation planning. Changes in staffing levels will be managed as BAU. NADO and those offices that process Student applications (Palmerston North and some Auckland offices) have existing processes for managing online applications. Other Visa Services Offices will be new to paperless processing since they have had no or only low volumes of Student Online applications. The centralising of onshore online application lodgement at NADO, and the subsequent allocation of applications to offices for processing, will change workflows and SOPs. Offices may need to reconfigure teams to assess work streams. The priority channelling of online applications through NADO will require a work allocation function in order to direct applications to the correct processing office. Staff will need training in the use of DMS, and will need to verify all application documents have been uploaded correctly into DMS. Auckland region offices will need to know to transfer online onshore applications back to NADO for finalisation and the printing of labels (if required). Processes are required for managing documents that are sent in support of online applications (including loose passports). SOP's are needed to guide IOs in the process to follow once an online application has been assessed and decided. NADO will issue visa labels for non-evisa applications and upload applicants final letters to DMS. Some NADO staff may need training in areas such as passport scanning and AMS access to issue labels. In the long-term, the speed of processing should increase given the reduction in document handling although the process will be initially slower while Offices get use to the DMS system. All offices will shift to being able to manage the following three streams of work: 1. Paper based applications requiring physical passports and Visa labels 2. Online applications requiring physical passports and Visa labels 3. Online applications requiring no physical passports and Visa labels. Response: Process changes are being managed by Change Implementation Plans, and by actions included on the Readiness Checklist. Breakthrough With the centralisation of onshore online applications, allocation of applications for assessment will be by Breakthrough model. If Breakthrough is turned off there may be a loss of efficiency and experience. Additional time may be required to retrain staff in alternative allocation methods. Changes to Triage and Verification may impact on this issue. The impact of turning off Breakthrough has not been fully assessed as a part of this Impact Assessment, and is pending the outcome of other projects. Equipment / Facility Changes NADO will need label printers and lockable cabinets in order to print visa labels and to store passports. Response: Equipment needs are being addressed by the Implementation Plan. MBIE USE ONLY IN CONFIDENCE Page 57 of 91

3.1.6 Customer Interaction Model Project Impacts on Visa Services Introduction This section considers the impacts of the Customer Interaction Model project on Visa Services. Overview The Customer Interaction Model project seeks to establish global consistency in customer interactions to give INZ greater assurance that visa assessment and customer experience is consistent regardless of the location at which applications are allocated. The customer interaction model is an important enabler for specific deliverables of the Vision 2015 programme, particularly for the design of future work flow and allocation processes, and leverages off previous work to define level 4 application processes. Impact Summary The Customer Interaction Model will improve Visa Service s communication processes. The model clarifies the process steps to be followed by staff in their interactions with customers. The model brings clarity to what staff currently do, or are expected to do. The organisational change impacts will be minor. The model clarifies for staff when steps in the Application Process should be undertaken, and what types of communications are relevant or required. Where applications are received online, there are even less customer interactions. This project will impact on standard operating procedures and staff/customer behaviours. There may be some process changes as the model is introduced. Response: The changes introduced as a result of the Customer Interaction Model work will be managed through Communication Plans and Training Plans. MBIE USE ONLY IN CONFIDENCE Page 58 of 91

3.2 INZ - Compliance, Risk and Intelligence Services (CRIS) The major impacts for CRIS will be at the Border when confirming the identity of applicants on arrival. With Applicants front ending the data entry process, there is an increased risk of more referrals from Customs. Border will also need to liaise with the airlines on a regular basis and make them aware of the changes. A MOU currently under development with Customs will need to be completed as well as a Service Level Agreement which should include some type of information sharing of applicant s visa history. 3.3 INZ - Operations Support The main impact on Visa Services - Operations Support will be to monitor the level of labels currently in circulation and the contractual relationship with Southern Colour Print who manufactures the labels. SOPs for label procedures may need to be updated as well as the way OIA requests are handled. 3.4 INZ - Service Design and Performance The impact of BSD2 (Work & Visitor) is considered for the Operational Policy, ICT and Quality units of Service Design and Performance. 3.4.1 Operational Policy Introduction Service Design and Performance - Operational Policy is the owner of the organisation s published operational content (web content, forms, guides, and training content) and its operational processes. The main impact on SDP Operational Policy will be the initial implementation of the changes to this content, and then the ongoing maintenance of form versions and process changes as a part of BAU. Changes to Forms, Guides & Website Content SDP manages changes to paper forms, online forms, guides, website content and training material as BAU. Changes to all of these will be required for the implementation of Work and Visitor forms, evisa and Apply on Behalf functionality. BSD2 Project Teams will provide details of the required changes. SDP will be responsible to ensure that this content is consistent and in line with legislation, and to then publish this material into Production. Online Versioning BSD2 introduces versioning functionality for online forms. Updating online versions of forms on a regular basis might affect applicants while they are going through the online application process. SDP will keep IOs informed when versions are changing. MBIE USE ONLY IN CONFIDENCE Page 59 of 91

Changes to Template Letters BSD2 Project Teams will consult with Operational Policy about any changes required to template letters for the online channel. SDP will be responsible to ensure that letters and customer communications are consistent and in line with legislation. Driving Channel Uptake SDP is responsible for driving channel uptake. This will involve additional work to incentivise the use of online channels, and to measure and report online uptake. Initial Changes to Processes and Procedures SDP will be responsible for managing the overall quality and consistency and the loading of the initial changes to processes or procedures into INZkit, based on new process and procedure definitions provided by the Project Teams. Operational Policy will provide guidance to the Project Teams about any changes required. Project Management Framework (PMF) Impact SDP Operational Policy is responsible for the PMF and for the ongoing maintenance of processes. Currently INZ process and instructions changes are managed using a quarterly release cycle. The implementation of BSD2 (Work & visitor) and the PMF will require more frequent process changes as the implementation is being embedded in the organisation. The process to release changes to processes may need to be adjusted, especially in the early period after implementation. 3.4.2 ICT Systems Introduction The SDP Immigration ICT Systems Team will take business ownership of the new ICT systems and functionality handed over by the BSD2 (Work & Visitor) project. De-scoped Items The management of de-scoped items, or unsatisfied requirements not delivered by the project, may impact ICT Systems. The size of the impact is yet to be determined. For example, the accepting of payments via China Union Pay was taken out of scope for BSD2. When this will be implemented is yet to be determined. MBIE USE ONLY IN CONFIDENCE Page 60 of 91

BAU Handover Impact The maturing of MBIE s BAU Handover process will impact SDP ICT Systems: the management of the handover process, and the receipt, validation, and coordination of Handover tasks and documents will take time to manage. Managing System Embedding Managing the embedding of the new systems and processes during the first three to six months will impact the work load of SDP ICT. During the early life of the implementation there will be a higher issue management load on the ICT Systems team. Rationalising online channels INZ now has two separate systems by which customers can submit online forms: Online Services and IGMS. The application types differ for the two channels. This has the potential to confuse and frustrate customers who may expect their login credentials in one system to work for the other. This may increase calls to ICC. There are no current plans to rationalise these two systems as part of the Vision 2015 programme, and addressing this will need to be prioritised as part of the business as usual work programme moving forward. Increasing AMS & IGMS Integration As a result of increasing inter-dependency between IGMS and AMS the development and enhancement of processes and ICT systems will increasingly need to consider the two systems as a single eco-system to ensure the end-to-end change implications and requirements are fully understood. 3.4.3 Quality Unit The overall impact of the introduction of BSD2 (Work & Visitor) is considered to be low on the Quality Unit. The quality unit may need to review its procedures to take into account the various submission channels and allocation channels. They will also be able to test the verification process of IO's and how often they request original docs to verify against the DMS uploaded versions by the applicants. There is a project currently in progress assessing these issues. This project is expected to complete by the end of this year. The Quality Unit will probably take a sample of Work and Visitor forms and run them through existing quality assessment tools to confirm quality standards. 3.5 Corporate Services Legal - Litigation - Immigration and Protection Tribunal The overall impact of the introduction of evisa and Work and Visitor is considered to be low on Legal Litigation. This unit will mainly require knowledge and training to assist in queries from IPT members and Ministry of Justice IPT team. As a consideration, it might be an advantage to give IPT member s access to DMS and AMS. MBIE USE ONLY IN CONFIDENCE Page 61 of 91

3.6 INZ - ODCE Government Relations Resolutions Team Overall impact on Resolutions is likely to be low and mostly business as usual. The impact on Resolutions is likely to be felt once evisas or online applications begin to be decided and declined. 3.7 INZ - Technical Training The Technical Training Team's role is to be involved in the maintenance of the training material delivered by Kineo. The delivery of the one on one training is to be done by the change leads in visa offices. 3.8 INZ - Finance Finance (Peter Holbert) has confirmed the functionality of the Finance systems to reconcile payments with applications made online. There is a concern if the uptake rate is such that the volume of applications means the financial processes struggle to keep up. 3.9 INZ - Settlement Protection Attraction There is no major impact on Settlement Protection Attraction. The introduction of online Work visas does provides them with the opportunity to promote online visas to employers during regular communications/interactions with the Attraction unit. 3.10 MBIE - ICT There will be impacts on MBIE ICT. These may come from AMS or DMS access issues, online form performance or function issues, or document access issues. All these calls will be routed through the MBIE ICT Helpdesk which is operated by Datacom. Issues will be logged, managed and escalated as BAU, with additional support provided by the Transition Team during Early Life Support. MBIE USE ONLY IN CONFIDENCE Page 62 of 91

4 EXTERNAL IMPACTS This section considers the external impacts of the AD2 evisa, SV24 Work and Visitor, C6 Centralised Onshore Lodgement and Counters Review Phase 1, and C9 Customer Interaction Model projects. The following external stakeholders are considered: Applicants VAC s Advisors/Lawyers Employers Minister (and Associate Minister) of Immigration (incl. Minister's Office) Ministry of Health and Health Sector New Zealand Customs Service Ministry of Education and Education Sector Airlines Internal Affairs, DPMC, Police, NZSIS, IRD, MFAT, Foreign Governments, Tourism NZ, Five Country Conference (FCC) Office of the Privacy Commissioner Kineo. 4.1 Applicants Applicants will need to know what types of applications still require passports to be provided. This information is best provided by updates to the INZ website and changes to forms/guides. Not having China Union Pay available at launch will impact the uptake of online applications in the China market. 4.2 VAC s VACs will require information about the change in what they will see as part of lodgement requirements, and the types of applications that will or will not be submitted via a VAC and/or need passports to be included. INZ will need to update the VAC checklists so the VAC s know what to expect. Gradually their work load will decrease over time. 4.3 Advisors/Lawyers Licensed Immigration advisers (LIA) and lawyers who may be impacted by their role in the application process have been informed through reference groups, seminars and presentations. There could be less engagement by an applicant with an immigration adviser or lawyer who may question the process. This change in process in particular needs to be expressed to immigration advisers and lawyers. Lawyers may need to have some education on how to use apply on behalf. MBIE USE ONLY IN CONFIDENCE Page 63 of 91

4.4 Employers Employers will require knowledge of what applications are affected and how they can assist their employees obtaining work visas faster. Could see employers that have LIA's on staff use the apply on behalf option. Employers also need to know how to query the validity and conditions of work visas. This will be provided by the ongoing promotion of VisaView and the Visa Verification service. 4.5 Minister (and Associate Minister) of Immigration (incl. Minister's Office) The Minister will need to be aware of the new process through an Aide Memoir, and will also require some reporting upon implementation. 4.6 Ministry of Health and Health Sector Information will need to be available to DHB's, GPs etc to educate these groups on how to use the Visa View and Visa Verification service to validate entitlement of migrants to health services. DHB s will be able to still contact the ICC through the dedicated phone line for further information. 4.7 New Zealand Customs Service Customs will be the first agency to interact with applicants at the Border. Their workload has the potential to increase if there is an increase in fraudulent passports detected due to the echip feature operating. There also could be an increase of referrals to INZ Border due to applicants that self-apply using the online forms and putting wrong details about their passport. Customs will require communications and an overview of the process which could be provided by CRIS. 4.8 Ministry of Education and Education Sector The MOE and Education Sector will need to be educated on how to use the Visa View and Visa Verification service to validate entitlement of migrants to health services. There may need to be some clarification in roles between the MOE and INZ in sharing information. Education providers will also be able to use the Apply on Behalf option. 4.9 Airlines Airlines will need to be advised of the changes, both APP and non APP airlines and those who will be accessing the TIETAC system. CRIS Border is likely to have the most daily contact with the airlines and could be well placed to provide any further information to the industry. MBIE USE ONLY IN CONFIDENCE Page 64 of 91

4.10 Internal Affairs, DPMC, Police, NZSIS, IRD, MFAT, Foreign Governments, Tourism NZ, Five Country Conference (FCC) These agencies will require an understanding of the change. There may be an increase of calls to ICC and Border to verify details of applicant s visa status due to no physical label in the evisa cohorts. FCC partners, under evisa, may see an increase in FCC checks being done in the absence of a passport being submitted. 4.11 Office of the Privacy Commissioner A Privacy Impact Assessment (PIA) was completed for Immigration Online and identified risks introduced by the online submission of visa applications. Other than a wider customer base for Work and Visitor, no update is required for the PIA. A PIA on the Visa Verification service has been done and is currently with the Project Team for final review. A PIA has been completed in relation to the changes made to Visa View for students and one has been initiated for education providers. 4.12 Kineo Kineo will be impacted by the development and delivery of training modules for these projects within the timeframes required. MBIE USE ONLY IN CONFIDENCE Page 65 of 91

5 APPENDIX A COHORTS USED IN REPORTED FIGURES The following application types are impacted by the introduction of online work & visitor forms: In Scope Online Receive Visa capability for: Work A. Essential Skills B. Post-Study Work Visa Open C. Post-Study Work Visa Employer Assisted D. Student and Trainee Work Visa (Medical/Dental, Jockey, Work Experience for Student) E. Work to Residence- Long Term Skill Shortage List F. Work to Residence- Talent Accredited Employer Work Visa G. Work to Residence- Talent Arts Culture Sport Work Visa H. Religious Worker Work Visa I. Specific Purpose or Event: o Senior or specialist business people on short-term secondments o People seconded to New Zealand as an intracorporate transferee o People wishing to undertake business activities in New Zealand for a period exceeding three months in one year o o o o o o o o Out of Scope Migrant Investment Instructions principal applicants Sports referees, show, display or exhibition judges, non-accredited media and broadcasting personnel for major sporting events Dance and music examiners of recognised international teaching institutions Installers or servicers of specialised machinery or equipment supplied by an overseas company Performing artists, entertainers, film and video production crew, and associated support personnel Sports people and professional sports coaches Nurses from the Philippines seeking entry to obtain New Zealand occupational registration Other specific purpose or event Other categories of work visa including: Entrepreneur work visa Nationality specific work visas Domestic staff for seconded business personnel Military visas Special temporary visas for diplomatic, consular and official staff Groups visa including: Family group visitor visas (homogeneous family) Group visitor visas (ADS and non-ads) Group work visas Heterogeneous Family Groups. i.e. A family applying for different visas together but dependant on the PA s application (Parent Work Visa, partner Visitor Visa, Kids Student Visas) Visitor General Visitor Other Specific Visitor Categories: Antarctic travellers Approved arts or music festival Applicants seeking occupational registration in New Zealand Business Children adopted overseas or children to be adopted Child victims of people trafficking Crew joining vessel or aircraft Escorts of patients coming to New Zealand for medical treatment or consultation German law students and graduates Involvement in sports events, tours or tournaments Owners and crew of super yachts Parents and Grandparents of NZ Citizens or Residents Pitcairn Islanders Refugee or protection status claimants Seeking medical treatment or consultation Short term English language studies Temporary Retirement Travelling by private yacht or aircraft Visiting academics Visiting Media Programme Work visa holders dismissed during a trial period Applications on-behalf-of Student, Temporary work and Visitor (NB this will be a retrofit to Student) Other categories of visa including: Guardian Partner Dependent Skilled migrant MBIE USE ONLY IN CONFIDENCE Page 66 of 91

6 APPENDIX B LOCATION IMPACTS Location Impacts: Impacted Offices The following pages show location impact tables and graphs for decided visas by the cohort applications by onshore/offshore and by all nationalities/visa waiver countries. A simple table is used on each page to show what data is presented on that page, for example: ACCEPTED VISITOR OFFSHORE ALL NATIONALITIES DECIDED WORK ONSHORE VISA WAIVER All figures are for the 2013/2014 financial year. Refer to Error! Reference source not found. for the list of cohorts included. The tables list the number of applications decided by each office. Example Location Impact Table In the location impact tables, the Applications column lists the total number of application decided the 20% uptake column calculates 20% of the total; the 50% uptake column calculates 50% of the total the Ratio column is the ratio of applications being decided by the office compared to the total of all applications of that type being decided by all offices the Cumulative Ratio column sums the Ratios of the proceeding offices: in the example above, 54% of all applications are being decided by Shanghai, Beijing, Suva and Mumbai. MBIE USE ONLY IN CONFIDENCE Page 67 of 91