Vision 2015 Immigration New Zealand Vision 2015 1
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Contents Part 1 Introduction 4 Part 2 Vision 8 INZ strategic direction... 9 The case for change... 11 BDP contribution to strategic direction... 12 Impact... 13 Part 3 Current state 14 Processes and business models of functions... 17 Organisation structure.... 19 Technology, IT systems, tools, equipment, buildings and accommodation....20 Information and data.... 21 Part 4 Future state 22 Processes and business models of functions...25 Organisation structure....26 Technology, IT systems, tools, equipment, buildings and accommodation.... 27 Information and data....28 Part 5 Gap analysis 30 Levers for change... 31 Changes...34 Bridging the gaps...34 Immigration New Zealand Vision 2015 3
Part 1 Introduction 4
The Vision 2015 document is a model of the organisation, its working practices and processes, the information it requires and the technology that supports its operations. The future organisation is designed to deliver the capability described in the Vision. The Vision 2015 document is used to maintain the Business Development Portfolio s focus on delivering the required transformation and business change. It provides a description of both the current and changed organisation. It also provides a basis for modelling benefits and designing the Projects Dossier. This document is not concerned with how to get to the future state. The how is dealt with when designing the Strategic Roadmap, Projects Dossier and associated portfolio and project documentation (i.e. examining different solutions and routes to get to the defined future state). The primary purpose of the Vision 2015 document is to specify and ensure the coherence of the entire future state and the solution set that will underpin it. The Vision has the following characteristics: Processes, business models of operations and functions including changes to operational costs and performance levels Organisational structure, staffing levels, roles, skills requirements and changes to organisational culture, style and personnel Technology, IT systems and tools, equipment, buildings, machinery, and accommodation requirements Information and data requirements, changes from existing to future state, including details of any new developments or redevelopments The Vision 2015 document reflects information gathered from workshops and discussions with business representatives. It also builds on achievements to date through initiatives such as the Immigration Act 2009, Business Process Design Diagnostics, Capability Framework and development of the Immigration Global Management System (IGMS). Immigration New Zealand Vision 2015 5
This is the first full version of the Vision 2015 document, following release for comment of an alpha series labelled Blueprint 0.9.x and sponsor group review. This incremental release is labelled Vision 2015 1.1. It describes the current and future states and gap analysis. At this stage, information about how INZ will get to the future state is necessarily incomplete and will be added in the next major release. At this point in the portfolio s development, we expect future Vision 2015 releases will make minor changes only to current content. Analysis is under way to assess migration options and define intermediate states, to migrate from the current to the future state. The Vision 2015 document complements initiatives identified in INZ s attraction and retention framework. That framework sets out a migrant attraction and retention strategy how INZ can effectively target, attract and subsequently convert high value/low risk prospects into settled, contributing migrants. The key features of the attraction and retention framework are: It defines a migration pathway against which the Department can align key attraction and retention tasks. It makes INZ customer-oriented by aligning INZ s mission, strategies, initiatives, goal-setting and measurement around the experience of the customer along this migration pathway. It clarifies the overall task of INZ as guiding targeted migrants along the migration pathway towards a successful settlement and contribution to New Zealand. It clarifies that, in addition to migrants, employers are customers. It clarifies and affirms the unique role that INZ has in supporting employers to get the skills and labour they need. It provides a future view of the shift from a paper and branch-based INZ to an online-centred INZ in which each customer relationship is managed 1:1 with service levels geared to the value of the customer. The overall task of INZ is to convert targeted migrants along the migration pathway from one stage to the next and to maximise their contribution to New Zealand. This contrasts sharply with the previous focus of INZ on visa processing and filtering out those who do not qualify. The diagram on the following page (from the attraction and retention framework) illustrates the desired future migration pathway that customers will experience. 6
INTEREST ENQUIRE APPLY ASSESS & DECIDE TRAVEL STAY INZ ATTRACTION & RETENTION TASKS SELL Convert interest in NZ into enquiries Sign-up Convert enquiries into applications Stream Channel applications into assessment Signal Confirm decision to allow to travel or stay Settle Guide arrivals into settlement MIGRANT NEEDS Emotionally-led Inspiration Job and living opportunities Connections Multiple countries compared Information Clarity & ease Confidence Ability to support applicant Practical information Answers Reassurance for all the family Clear direction for process Speed Transparency of steps No problems with medical or registration A clear date to organise around Facilitated at border Settle in quickly Reinforcement Feel at home Overcome setbacks EMPLOYER NEEDS Encouragement Access to prospects Support to promote coming to NZ Process clarity Connection to prospects Support to promote coming to NZ Information clarity & ease Confidence Clear direction for process Speed Transparency of steps No problems with medical or registration A clear date to organise around Feeling welcome to NZ Facilitated at border Employee settles in quickly and delivers professionally Support to help acclimatisation Individuals can enter at different stages depending on the market, segment and visa category Immigration New Zealand Vision 2015 7
Part 2 Vision 8
The Business Development Portfolio is working with the Immigration Group to design and build an organisation that is fit for the future better service, better systems, and better outcomes. INZ strategic direction Immigration is a key economic driver and the Government s emphasis is on how immigration can contribute to New Zealand s economic growth: 1 in 4 60% One in four New Zealand workers are migrants. Migrants make up 60% of workforce growth over recent years. $1.9 billion $3.3 billion FUTURE SKILL NEEDS The inflow of migrants at recent levels (net 10,000) is estimated to be worth around $1.9 billion per year to Gross Domestic Product (GDP). Based on the most recent Census data (2006), migrants provided a net fiscal contribution to New Zealand of $3.3 billion, while the New Zealand-born population contributed $2.8 billion. With an aging population, migrants will continue to be an important part of meeting New Zealand employers future skill needs. Immigration New Zealand Vision 2015 9
INZ s vision is that in 2015 we are recognised as a trusted partner, delivering outstanding immigration services and bringing in the best people New Zealand needs to prosper. The plan for how INZ achieves this vision has changed in response to the government s increased focus on economic growth. While in the past INZ has concentrated on visa processing activities which filter out those applicants who fail to meet pre-defined criteria, this focus has changed markedly towards attracting and keeping high value migrants, students and travellers. Its mission embodies this change of focus: Working with the world, bringing the best people to New Zealand 10
The case for change The current INZ business model relies on bricks and mortar, people and paper. New Zealand s economic future depends, in part, on our ability to attract and keep skilled migrants, and on the continued success of our education, tourism and export sectors. We are competing with other developed countries for the same pool of potential migrants, students and visitors. At the same time, most other countries are facing increased pressures on their borders from refugees and illegal immigrants. Like other countries with high overseas debt, low income and low productivity growth, the New Zealand government needs to deliver better service for less cost. To operate in this environment, INZ needs business processes and systems that make it easy to identify and facilitate entry of people who will make a positive contribution to New Zealand, and to identify and exclude those who do not meet our requirements. This depends on a sophisticated, flexible and consistent assessment of customer value and risk. The current immigration system is not, in fact, a system. It is hard for customers to find the information they need on the INZ website and the sheer number and complexity of different visa types mean that customers need help to navigate to the correct application form. It can be hard for applicants to get meaningful information about the status of their applications and when they can expect a decision. Employers and other customers cannot rely on receiving a consistent quality of service. Government agencies that need to verify a person s entitlement to receive public services cannot access the information they need without help from INZ staff. INZ has long recognised that its systems and processes have become progressively more complex and are no longer fit for purpose. The Business Development Portfolio builds on a number of earlier change initiatives and reflects the requirements for the proposed replacement IT system, IGMS. The current IT system, AMS, was designed and built in the early 1990s, well before the Internet changed the way organisations communicate and transact business with their customers. The system includes a large number of ad hoc extensions made over the years to meet new requirements, and has become increasingly expensive to maintain. It is an unsuitable platform on which to build future online services. INZ is New Zealand s authoritative source of identity information for non-new Zealanders. However, it lacks automated biometric capability for application processing. This limits its ability to detect people using false identities and to engage fully with international strategic partners and counterpart overseas agencies (especially the Five Countries Conference) and to maintain its reputation as a trusted international partner. Visa applicants expect INZ to treat them consistently and fairly. Applicants with similar value and risk profiles ought to receive similar treatment. This is hard to achieve in the current paper-based environment, where local process variations inevitably evolve. Quality immigration decisions are necessarily information intensive and staff must be confident that the information they have is complete and reliable. Applicants need to be clear about what information they have to provide and when they can expect a decision. Cost-effective service means INZ applies its resources consistently, in a way that reflects customer value and risk. Immigration New Zealand Vision 2015 11
As a result, adapting to changing market needs is slow and costly. INZ faces three problems: 1. The current business model is based on bricks and mortar, meaning INZ has limited flexibility, low customer responsiveness, and high fixed costs. This makes adapting to changing market needs slow and costly. 2. Costs are increasing faster than available funding, making the current business model unsustainable unless fees are regularly increased. 3. Products and processes do not reflect customer value and risk, leading to customer dissatisfaction and inability to put INZ resources to best use. The benefit from the new operating model is better customer service for less cost, through simpler, more efficient, more automated processes. Online lodgement reduces data entry and rework cost (fewer return failed lodgements). Automating low risk applications reduces processing costs and improves the service for a large number of applicants. Secure online access to applicant status information reduces the number of calls to the contact centres. Authorised customers can access information when and where they need it. Continuous process improvement reduces waste (work that adds no value) and eliminates unnecessary local process variation. The first stage of the Portfolio, process simplification, is to reduce the number of visa types and simplify the application forms. A risk-adjusted value framework supports early intervention and ensures decision quality and consistency, enabling more effective workload planning and resourcing. The business has also identified a wide range of process improvement and efficiency opportunities. Fully achieving these benefits will require incremental reconfiguration of INZ s global service delivery model (offshore and onshore) to meet different needs in different markets, a new technology platform (IGMS) that takes advantage of the Web to deliver more online information and services, and enhanced identity management capability. The changes should improve decision quality and employee engagement, as well as cutting costs and the time taken to process applications. Other indirect benefits include: increased customer satisfaction improved INZ reputation savings for District Health Boards through recovery of medical expenses from patients. BDP contribution to strategic direction The Business Development Portfolio (BDP) helps Immigration to contribute to New Zealand s economic growth through these goals: Enabling INZ to attract the best people. Design and build a business model which enables INZ to attract people to New Zealand who will contribute to New Zealand s economic growth: migrants with the appropriate skills to fill gaps in the labour market; entrepreneurs with knowledge, skills and investment capital; tourists and visitors on working holidays; and international students. 12
Enabling INZ to make quality decisions quickly and efficiently. Increase consistency of immigration decisions. Improve the timeliness of application processing, the quality and consistency of visa decisions, and the reach and accessibility of INZ services. Enable INZ to manage within existing baselines, delivering the right service at the right time at minimum effort. Enabling INZ to support migrants to settle into work. Improve services and increase accessibility. Improve the quality of information available to migrants and their employers. Facilitate connections between potential employers and suitable migrants. Facilitate access to information and services that migrants need to settle and feel at home. Enabling INZ to protect the integrity and security of the New Zealand immigration system. Improve risk management. Improve the certainty and transparency around the outcome of applications, increase the visibility of applicant status information, and increase customer satisfaction. Improve INZ s ability to manage risk in an environment of increasingly sophisticated criminal activity. Enabling INZ to build the capability and agility to continually improve the value INZ delivers to New Zealand. Increase flexibility and agility to respond to market changes. Improve INZ s ability to respond quickly to changes in application volumes and to the changing needs of employers, tourism and education providers, and other Crown agencies. Increase cost-effectiveness. Improve ability to measure migrants economic contribution. Impact From the customer s point of view, this means: easier product selection, more consistent decisions within each service line increased and improved ways to contact INZ increased and improved ways to lodge applications improved timeliness of application processing increased transparency, convenience and satisfaction. From INZ s perspective, this means: reduced end-to-end processing costs from an improved operating model reduced time from lodgement to decision through economies of flow reduced fixed costs and overheads through use of the online channel more flexible and cost-effective resource allocation increased ability to respond quickly to changes in application volumes. Immigration New Zealand Vision 2015 13
Part 3 Current state 14
An understanding of the current state and the gap between it and the desired future state is essential to be able to effectively explore alternative approaches to delivering the new capability. The current operating model has the following characteristics: INZ uses a range of local risk assessment methods, which vary in consistency and transparency. INZ puts most applicants through the same assessment process with first in, first out, and limited differentiation based on value and risk. INZ deploys a bricks, mortar, people, and paper model for global service delivery and processing, relying on managers experience for workload planning and resourcing. INZ offers and supports many visa types, requiring complex navigation pathways, high new product development cost and rising maintenance and processing cost. Some customers (applicants and third parties) have limited access to online information and services; others come through telephone contact centres. Contact centres provide voice, email and some proactive communication, such as text messaging (SMS). The immigration website is hard to use, and INZ responds manually to phone, email and written requests from applicants for information. The application process is largely paper-based, generic, one size fits all, with online capability for only a few selected visa types and customers. To date, INZ has not reduced its appropriations to reflect volume decreases over the last two years and work is underway to address this. If application volumes stabilise or decline further, and there are no changes to funding processes, INZ will continue to operate to unsustainable baselines and will need to either reduce costs or increase fees by about 15% ($20M per year) to recover accumulating funding deficits. Crown-funded work in IRI (Intelligence, Risk and Integrity) and SPA (Settlement, Protection and Attraction) is under pressure to do more with less. In April 2010, Cabinet agreed that $30 million be set aside as capital contingency and that INZ should issue a Request For Proposal (RFP) and prepare an Investment Business Case for IGMS (Immigration Global Management System). Cabinet also agreed that if the RFP process did not reveal suitable options at that contingency level, the Department may submit a bid for consideration in Budget 2011 for up to an additional $30 million capital. The RFP was issued in December 2010 and responses were received in April 2011. The IGMS project team has assessed the responses and chosen a preferred supplier. Cabinet Business Committee approved the business case in October 2011 and agreed to fund IGMS s capital costs, including contingency, of $85.513 million. INZ does not have any automated biometric capability for application processing, which limits its ability to fulfil its obligation as the authoritative source of identity for non- New Zealanders. INZ has begun collecting and matching fingerprints from asylum claimants under the FCC protocol. Immigration New Zealand Vision 2015 15
This has produced an outgoing hit rate of 10% (out of about 45 cases per month), of which half require risk intervention. INZ is rolling out smart passport readers which allow automated authentication of travel documents and read e-passports. This will let INZ capture face biometrics from all applicants. INZ has a biometric privacy impact assessment in place and a biometric Order in Council is being progressed. The following table summarises the main features of the organisation. Customers Applicants and their agents; employers; education and tourism operators; licensed advisers Stakeholders Industries; regions; ministers; service delivery partners Locations 18 offshore; 13 onshore; 25 MFAT; outsourced; multiple mail centres Channels Online; face-to-face; contact centres; email; drop-box; phone direct to branch; counter; mail Processing profile Front office customer facing; middle office service delivery; middle office policy and support; back office corporate Technology AMS online; supporting applications (CRISM; staff toolkit; operations manual); shared back office services (finance; HR; property; procurement) Organisation structure Deputy Chief Executive supported by Strategic Advisor, Business Manager, Business Development, Intelligence, Risk and Integrity, Visa Services, Settlement Protection and Attraction and Service Support People structure 966.5 onshore; 288.5 offshore; supported by DoL Corporate Services and Policy Regulatory/Legal Immigration Act 2009; operations manual; regulations 16
Processes and business models of functions The INZ business model is paper-based and relies on people and physical offices to receive and process permit applications. Processes are supported by an Application Management System ( AMS ) but there has been limited investment in IT systems over a number of years and this system does not meet current needs. Technology constraints in the past have meant that INZ has made minimal use of e-services and has responded to growth in demand by increasing staffing levels and/or the number of branch offices. This has led to inconsistency in the way core processes are followed in different operating models, resulting in varying levels of productivity across branches and product types. Services are delivered through a large global network which is expensive to manage and operate, and slow to respond to variations in application volumes and to the changing needs of New Zealand employers, tourism and education providers. The Ministry of Foreign Affairs and Trade (MFAT) processes applications on behalf of INZ in a number of locations, while INZ branches decide the majority of applications. MFAT is reviewing its visa services provision and one option being considered is for the Ministry to end provision of all visa services progressively, starting in July 2012. Key features of the current service delivery model include: global branch network, close to the customer regional offices provide management and administration of branch offices volume increases are met with increased staff numbers staff to peak demand offshore, INZ locates with other New Zealand agencies limited use of e-services labour intensive and high cost model settlement services not well co-ordinated across the various agencies large number of service offerings. The model is high cost and is not financially sustainable into the future because new offshore branches are higher cost than the average cost across the network, which will subsequently lead to increases in both baselines and fees, or to an increasing funding deficit. Unit costs offshore are about 50% more than onshore costs. In addition, the potential to improve capability and efficiency through technology or through the sharing of services or infrastructure with other agencies is limited. INZ operates in a 24/7 real-time business environment. In the period June 2009 to June 2010 Immigration issued 2,541,457 visas: 1 1.37 million people were granted a temporary visitor, student or work permit 835,717 Australian citizens travelled to New Zealand 334,774 visas were granted to citizens travelling within other categories, e.g. Diplomatic/Official Exemptions, airline crew, etc. 1. International Migration Settlement & Employment Dynamics and Policy: Arrivals by visa and permit type analysis Immigration New Zealand Vision 2015 17
UNITED KINGDOM CHINA JAPAN TOP 5 UNITED STATES VISITORS BY COUNTRY AUSTRALIA in 2010/11 40,737 people were granted permanent residence in New Zealand 21,212 people were approved through the Skilled Migrant Category (52% of all residence approvals) 14,826 people were approved for residence through Uncapped Family Sponsored and Parent and Siblings/ Adult Child streams 705 people were approved through the Refugee Quota programme 18
Organisation structure INZ has 1,255 staff 2 and an operational budget of approximately $145 million. INZ made more than 550,000 temporary and 27,618 residence decisions in the period 1 January 2010 to 31 December 2010. 3 Visa Services has 18 offshore branches worldwide and overseas services currently provided by the Ministry of Foreign Affairs and Trade (MFAT) in 25 posts. 4 These deliver immigration services on INZ s behalf, although only a few are connected to the core immigration ICT system. Offshore branches are located as follows: Dubai, London, Moscow, and Pretoria Bangkok, Beijing, Shanghai, Hong Kong, Ho Chi Minh City, Mumbai, New Delhi, Singapore, Jakarta, and Manila Apia, Nuku alofa, Suva, and Sydney MFAT services on INZ s behalf extend coverage in Asia, the Pacific, North and South America, Europe and the Middle East. The legislative changes necessary to support the future service delivery model were put in place as part of the Immigration Act 2009. The legislation enables: Flexible compliance and information powers which provide for information matching and sharing across government agencies. Provision for automated visa decision-making. A universal simplified visa system which allows flexibility in managing people s travel to, and stay in, New Zealand; interim visas can be granted while an application is being considered. Collection and use of biometric information for identity verification purposes. Storage of information on applicants for use in immigration, refugee and protection decision-making. Streamlined deportation processes which balance efficiency with fairness. 2. 966.5 onshore in 13 branches and 288.5 offshore 3. INZ portal 4. Service delivery footprint; MFAT also issues a small number of urgent visas from four posts, in consultation with their INZ support branch. MFAT is considering exiting all visa service provision starting in 2012. Immigration New Zealand Vision 2015 19
Technology, IT systems, tools, equipment, buildings and accommodation Current Immigration ICT systems were largely developed in the mid-1990s and the technical architecture and functionality reflect their age. They were developed in a pre- Internet era and do not meet the needs of customers for effective online services. Immigration s ICT systems do not follow a logical business-relevant architecture but instead reflect an ad hoc or piecemeal approach to extending the system over many years. This complexity means system changes are time-consuming and expensive. INZ has become dependent on a single technology provider able to charge uncontested monopoly rents. As a result, the systems do not support: a mechanism for easily changing and maintaining business rules adequate case management capability more than rudimentary workflow capability ability to allocate work and monitor work status online, self-service access for customers integration across channels and with the required range of agency and commercial organisations integrated risk management (evidence-based model) integrated referrals, etc easy and cost-effective change. 20
The age of the IT infrastructure means that vendor support is coming to an end or has expired. Unsupported hardware infrastructure underpinning AMS was recently replaced and is now supported. The upgrades to unsupported software are underway and are expected to be completed in March 2012. Information and data Issues with current ICT systems also give rise to information issues including: lack of an integrated view of customer information ( single client view ) limited customer identity information (an inability to connect multiple applications from the same person) poor information on the status of work (e.g. visa applications and the performance of the organisation) inability of applicants and third parties (e.g. employers) to check the status of a visa application lack of embedded performance measurement and reporting systems proliferation of visa types to meet changing management information needs. Immigration New Zealand Vision 2015 21
Part 4 Future state 22
The future operating model will have the following characteristics: People are treated consistently based on risk-adjusted value, with consistent decisions regardless of where the decision is made. Low risk customers are encouraged to self-serve; high value customers are expedited; high risk customers are channelled to assisted service. The business has the ability to scale up or down quickly and shift work or resources in response to changing demand in changing markets. Risk is visible, understood and managed; the business can turn the dial to tighten up or relax its response to a given risk/value setting. Customers (applicants, their agents and any interested third parties) have online access to all information and services, either assisted or self-serve. INZ uses the Web to deliver a consistent view of information to everyone everywhere, subject to their information access rights. The operating model is transparent everyone can see where they are in the process and knows when to expect a decision. Customised information and services target selected applicant groups in selected markets, supported by a simplified product range. Each proposed change makes a contribution to realising at least two of the characteristics. Redesigned and automated processes enable Immigration to adjust resources to application volumes, reduce fixed costs, and avoid fee increases. Innovations and process improvements in the fee-funded part of the business enable reduced compliance costs in the Crown-funded part. This is shown in the diagram on page 28. There are two key indicators on the performance dashboard: end-to-end customer transaction time and cost per end-toend transaction. The business manages time and cost across four value/risk quadrants: low value, low risk (fast, lowcost service); high value, low risk (fast, expedited service); low value, high risk (fast rejection); and high value, high risk (managed assessment and response). The end-to-end customer transaction time and cost are reduced, while the quality of decisions is maintained or improved. Customers can see where their application is in the process and how long they can expect the process to take. The online channel provides a presence in every market. Immigration New Zealand staff provide a local market presence where necessary (e.g. to support NZ Inc priorities or in response to risk in markets where there are known issues with falsified information), and makes use of third parties to provide assisted service where not. Processing is centralised where practical and supported by comprehensive online information, services and identity management. Work moves between processing centres to relieve backlogs and bottlenecks. Immigration New Zealand Vision 2015 23
Customer-centred view of the visa process Better services better systems better outcomes for NZ Application denied, lapsed APPLICATION APPROVED Visa holder or Visa-free traveller onshore Provide information and services Settle Self-serve Applicants and third parties Assisted Risk-adjusted Value Framework Applicants channelled according to their risk & value expedite or scrutinise Involuntary departure Voluntary departure (compliant & non-compliant) 24
The online self-service or assisted service model reduces the volume of enquiries through traditional channels. Online helper systems let applicants self-assess their eligibility and guide them through the application process. Certainty of identity enables expedited services for low risk applicants and reduces the incidence of foreign nationals entering New Zealand under false identities. Less needless intervention improves customer service and passenger flow. Customers can choose to access premium service channels, such as faster processing of low risk applications. The required changes to legislation have already been put in place in the Immigration Act 2009 and accompanying Regulations to enable the future service delivery model to be achieved. Processes and business models of functions Attraction and retention INZ attracts the appropriate people to fill skill gaps in the labour market through targeted attraction, settlement and retention of migrants. Information on and for people immigrating to New Zealand is consistent and easily accessible. INZ facilitates the entry of tourists and students to support NZ Inc initiatives. Employers are actively supported to find and retain the people they need. Onshore and offshore partners in export education, tourism and licensed advisers can easily get what they need from the immigration system. Product offerings are segmented by customer value and risk, including offering employers or applicants a premium service with faster processing. Service delivery channels There will be fewer visa types and application processes will be simplified. A range of delivery channels will be provided which meet customer needs. These will include a mix of assistedservice options (e.g. face-to-face, mail, phone, email, video) and self-service via the internet. Applicants will be given an incentive to use lowest cost delivery channels and the majority of applications will be submitted on-line, either by the customer (self-service) or by the customer s agent (assisted-service). Information on application requirements and the immigration and settlement process will be consistent and easily accessible online. Customers will still be able to talk to a real person if there are problems or they require assistance. Standardised, documented processes will improve the quality and consistency of services. Processing Processing activities will be consolidated and centralised. Processing will be undertaken through a mix of in-house, service centres and third parties, depending on efficiency and effectiveness. Applications will be triaged based on value and risk which will allow the majority of applications to be fast tracked (proactively expedited). Immigration New Zealand Vision 2015 25
High volume, low risk, repetitive work will be automated, leaving people to exercise judgement on the harder decisions. Volume increases will be met proactively through a mix of delivery and processing channels and workload balancing between centres. There will be physical offices in some high value or high volume or high risk markets to receive and/or process applications and to support other NZ Inc initiatives. There will be faster conversion for those people interested in being in New Zealand and we will support them to apply. Assessment and decisions Applications will be triaged based on value and risk. Low risk applications will be fast tracked ; high value, low risk applications will be expedited. High risk applications will be assessed using local knowledge, and information and intelligence from within INZ and shared across border sector agencies. Processes will be documented and standardised to ensure consistency and transparency of decisions. Integrated systems and processes, and improved capability, will improve the quality and transparency of assessments and decisions. Customers will be able to track their progress along the migration pathway. Border security and enforcement Identity, biometric information and intelligence will be shared within INZ and across agencies to enable smarter identification and effective intervention during the visa process and at the border. Voluntary compliance will be increased through targeted multidisciplinary interventions involving prevention, proactive communication, disruption and enforcement strategies. Fraud will be reduced by maximising the value of shared information, intelligence and strategic interventions. Increased accuracy of assessments will result in reduced downstream costs on health, education, justice and welfare. Organisation structure There could be a reduction in the number and geographic spread of INZ offices around the world. Potential for centralised processing with reduced number of INZ offices but increased reach through service delivery partners. Decentralised (distributed and online) front end functions. Use of service delivery partners. Supported by fit-for-purpose IT system. 26
Technology, IT systems, tools, equipment, buildings and accommodation Future ICT systems will have the flexibility to be configured to support the operations and services of the immigration business and to be reconfigured quickly and cost-effectively to: respond to changes in the business environment (e.g. market, legislation); support the future organisation s continuous improvement activities; and provide performance reporting on service quality, timeliness and cost. Other important characteristics will be: functional and data integration so that the system operates consistently for all users and that data integrity is maintained at all times reliability, availability and scalability ICT systems will perform to service level promises, be available when and where they are needed (generally 24x7) and be able to economically maintain service levels as business activity increases security access to information will be appropriate to the role of the user (e.g. customer, immigration adviser, immigration officer, intelligence analyst, third party) support for a more virtual business ICT functionality will be able to be provided to individuals and groups independently of where they are physically based; this will allow rapid change to organisational structure, management configuration and bricks-and-mortar footprint. INZ will have a high (in some cases, complete) degree of automation of: business processes and associated workflow, including provision of process status information (where in the process is my application and how long will it take to complete?) the allocation and re-allocation of work alerts, notifications, reminders, referrals etc self-service for customers and their agents. The ICT system will support inter-agency collaboration: business processes and services shared between agencies, e.g. an identity authentication service provided jointly by DoL and the Department of Internal Affairs (DIA) integrated third party service delivery (e.g. pre-lodgement activities and biometric capture carried out by service delivery partners (commercial organisations and FCC or NZ Inc partners)) integration with information service providers, e.g. for provision of passenger information at point of booking online status checks to verify entitlements to government services (e.g. DHBs, MSD). Immigration New Zealand Vision 2015 27
Information and data Customers Anticipate what information customers will need and make sure it is easily available. Understand what motivates customers, what they want, what they need and how INZ can best deliver a more personalised, consistent and reliable service. Use more accurate and relevant information to provide better understanding of opportunities versus risks. Uniquely and definitively identify individuals, including through the routine use of biometric data, and see all the information INZ holds about them. Make reliable and robust eligibility decisions based on character, health and security criteria. Improve decision-making capability (time and effort) by exchanging accurate and up-to-date information with third parties. Business activity Manage operational services. Manage work allocation. Measure the performance of the organisation. Collaborate effectively with third party organisations. Assess people-related risks. Benefit analysis Tell customers the service performance they can expect at (or even before) the time they apply. Measure the costs of services (end-to-end cost per transaction reflects value and risk). Measure the outcomes of services (decision quality and timeliness). Quantify the benefits and costs of changes in services and the way they will be delivered. Facilitate the Department s ability to maintain and advance New Zealand s international reputation compared to other countries. Processing will be more timely, streamlined and efficient, with consistency within each service option. 28
Immigration New Zealand Vision 2015 29
Part 5 Gap analysis 30
Gap assessment: better service, greater reach, lower cost CURRENT STATE = RIGID FUTURE STATE = FLEXIBLE Process Process variability People Consistency Self-service Organisation Fixed costs Risk averse Variable costs Manage risk Technology Bricks and mortar Paper flows Online channels Web documents Information Opaque Transparent General attraction (1:many) Targeted (1:1) Levers for change To deliver the Immigration Group s goals and realise efficiencies, INZ plans to change its operating model. This requires an attraction and channel strategy, followed by an integrated end-to-end design of the customer service experience. The business has identified the following service delivery levers that could be used to support these changes: Partner with third parties lower value activities could be out-sourced to external partners, which could increase reach, improve access and reduce costs. Immigration New Zealand Vision 2015 31
Centralise processing processing of applications could be centralised into a small number of regional hubs to realise savings through economies of scale and improve the consistency of processes and decisions. Increase online access automate high volume/low risk activities where practical, improve the INZ website, and provide facilities for soft copy application forms, online applications and online processing. Rationalise branch network out-sourcing, centralised processing, and increased use of online services would enable INZ to realign the branch network to meet market priorities. Simplify data and processes a common risk-adjusted value framework, with fewer products (visa types), would increase transparency and consistency, and improve risk management. Replace services provided by MFAT current arrangements with the Ministry of Foreign Affairs and Trade (MFAT) to receipt and process applications may end progressively from mid-2012. They could be replaced by outsourcing, centralised processing, and using online channels. Different combinations of levers may be appropriate for different regions. The diagram on the following page illustrates the transition from the current to the future organisation. 32
2011 Trusted Partner 2015 Increased customer satisfaction Quality maintained Employee engagement maintained CURRENT STATE Build capability and agility FUTURE STATE Balancing our effort Attract the best Role transformation Attraction and retertion Customer Attract Manage relationships Manage risk Value-added premium services Relationship Management framework Channel strategy Lift people capability Identity verification Risk Adjusted Value Framework Process simplification Value Risk Protect integrity and security Process applications Product simplification Process automation Online delivery Shared services/partnering Offshore footprint Process Support Better for Less Reduced processing cost per application Shorter end-to-end time to process an application Quality decisions quickly Immigration New Zealand Vision 2015 33
Changes The future operating model provides the following changes to the customer experience: targeted information is available to students/visitors/ migrants about their opportunities in New Zealand online visa services allow applications to be partly or fully completed, and provide information about the process and about the status of an individual s application self-service online information access is available to students, visitors, workers, migrants, other government agencies and external parties expanded use of text, email and other media provides proactive information from INZ expanded telephone services are potentially available globally 24 hours a day seven days a week, in response to demand continued ability for those who cannot access services via phone or internet to talk to an immigration staff member or local agent (assisted service) continued ability to send and receive physical correspondence, as a physical front end to the online channel access to an expanded network of third parties to lodge applications and make payments consistency of service within service lines, with valueadded options for premium or expedited services. More cost-effective service delivery will be achieved through: an attraction strategy which reflects domestic customer needs and targets selected customer groups and markets a channel strategy which aligns service delivery options to customer service expectations at least cost a risk-adjusted value framework which guides applicants to the appropriate service delivery pathway, so that INZ use of resources and the customer s service experience reflects value and risk auto-granting or one-touch granting of suitable low risk visa applications (around 80% of customers are low risk) a reconfigured global service delivery model which is more adaptable to meet changes in demand and risk providing an authoritative source of Immigration data for other agencies to use for status verification sharing biometric information with New Zealand and other government agencies expanding and building on relationships with key business and institutional clients, delivering tailored information and services. Bridging the gaps INZ developed Investment Logic Maps (ILM) to analyse performance gaps and develop intervention plans for closing them. An ILM is a one-page diagram showing the logic underpinning a planned investment, to enable decision-makers to decide whether they want to make that investment. The Investment Logic Maps show the gaps that have been identified (problems and their consequences) and options for how these can be closed (interventions and their benefits). 34
Getting (only) the right people into NZ This involves: delivering future state attributes of consistency, managed risk and targeting providing information and services to applicants consistently and appropriately, based on their value and risk developing a framework to enable expedited service for high value customers and process low risk customers at least end-to-end cost developing systems and processes which enable intelligence, identity and biometric information to be used in business processes and shared within New Zealand and internationally. A cost-effective service delivery model This involves: delivering future state attributes of variable cost, online channels and transparency meeting changes in demand through a mix of technology, re-allocating workloads, third party service providers, and INZ branches in selected markets providing a range of service delivery and processing options, where customers can access a self-service online channel and an assisted-service online channel entering partnerships with third parties so that INZ can extend its reach and offer more services in more locations. Taking INZ to an online future This involves: delivering future state attributes of self-service, Web documents and online channels using technology to improve customer service, save money, reduce manual processing and support better management of value and risk giving applicants and third parties online access to information and services, any place, any time, on any Internet-connected device enabling integration of information, attraction and settlement services across the department and sector. Making the INZ boat go faster This involves: delivering future state attributes of managing risk, transparency, variable cost designing frameworks, systems and processes which support customer expectation management and enable the majority of low-risk applications to be fast tracked simplifying application, information receipt, application status request and decision processes, and reducing waste improving demand forecasting and workload planning and resourcing. Immigration New Zealand Vision 2015 35
DOL 11921.1 JAN 12 36