L21 Public Sector Leadership series

Executing the Department of Immigration and Citizenship’s Transformation Program

Andrew MetcalfeSecretaryDepartment of Immigration and Citizenship7 December 2010

Introduction

UNHCR 2009 Global Trends Report

• 43.3 million people forcibly displaced worldwide at the end of 2009

• Number of refugees voluntarily returning to home countries has fallen to its lowest level in 20 years

DIAC: 2009–10: Year at a glance

Migration and temporary entryTotal permanent and temporary entry visas granted 4 322 710

Refugee and humanitarian entryHumanitarian Program visas granted 13 770

Border securityPassenger and crew arrivals and departures 28.8 million

ComplianceUnlawful non-citizens located 14 169

SettlementRefugees who arrived and received help through the Integrated Humanitarian Settlement Strategy

12 578

Multicultural affairsDiverse Australia website─number of page views 1.65 million

CitizenshipNumber of people conferred Australian citizenship at ceremonies 119 791

Client contactCalls to telephone service centres (general enquiries and Citizenship Information Line)

1 726 133

LitigationAdministrative law matters resolved in courts and the AAT 2 002

Transformation to stronger migration, visa and citizenship services

• Critical examination of our traditional approach

• Changing and future environment

• Focus on strategic changes that would realise the greatest benefit

Transformation program

Policy and Program Management

Business Services

Global Managers

eBusiness

Client Services

NEW

EN

TER

PR

ISE

AR

CH

ITEC

TU

RE

STR

ATEG

IC

CH

AN

GES

CA

PA

BIL

ITIE

S

Service CentresService Delivery Partners

Generic Visa Portal

Strengthen the application layer of Australia’s Border Security model

Border Security and Integrity

Visa Simplification and Deregulation

Business Services Transformation

Client Services Transformation

Visa Risk Analysis

Foundations for transformation

Organisational design

Three group structure

• Policy and Program Management Group: ‘Makes it work’

• Client Services Group:‘Makes it happen’

• Business Services Group:‘Makes a difference’

Organisational capability

Improving capability to foster excellence

• Building capability in:

• case management

• policy

• evaluation and research

• internal business support services

• professional client service expertise

Strategic approach to services

Three strategic elements

• Simplification of our visa framework

• Professionalise and standardise internal business processes

• Transformation of service delivery

Future Volume of Activities

Service Centre

@

W W W

Expanded enquiry role to include pre -lodgement, post -lodgement andeChannel support

Oral lodge and decide for selected, simple products

Well trained generalists -handle up to

80% of queries

Specialists

Service Centre

@

W W W

Expanded enquiry role to include pre -lodgement, post -lodgement andeChannel support

Oral lodge and decide for selected, simple products

Well trained generalists -handle up to

80% of queries

Specialists

On -shore

(low -risk)

Off -shore(high -risk)

Risk Tiering

Customer Query / Counter Services

Applications in eFormat

Client Query / Counter Services

Migrate Activity

W W WMigrate ActivityW W WW W WMigrate Activity

W W W

Migrate Activity

Client Query / Counter Services

Migrate Activity

eBusiness

eLodgement capability for all products

Redesigned website to improve ease of use

Expanded self -service tools (client account, application status etc.)

W W W

eBusiness

eLodgement capability for all products

Redesigned website to improve ease of use

Expanded self -service tools (client account, application status etc.)

W W W

W W WW W W

Client Query / Counter Services

Migrate Activity

Strategy Focus on Migrating Appropriate Activity to Lower Cost Channels

Specific StrategyInitiative

Clients

Biometrics

Applications in eFormat

Service Delivery Partners (SDPs)

SDPsCitizenship

Testing

Expand the Department ’s footprint on & off -shore

Clients

Biometrics

Applications in eFormat

Service Delivery Partners (SDPs)

SDPsCitizenship

Testing

Expand the Department ’s footprint on & off -shore

Work Placement

Customer queries Counter services

Client at the centre

Client Services transformation

Client Services transformation

Dramatic transformation in approach to service delivery

• Increased senior level of focus

• Global manager structure

• Focus on performance

• Encouraging innovation

Execution of the Transformation

Recent experience in meeting challenges

• Stronger basis from which to work

• Rapid ramp-up of processing capability and infrastructure

• Positive benefits of new structure and approach

• Importance of maintaining strong relationships with external stakeholders and communities

Conclusion

Strong basis for future innovation

• Transformation requires innovation, high level of energy, strong leadership, communication and focus

• Challenging environment

• Strong values base

• Important for future innovation

Questions?

L21 Public Sector Leadership series