Enhanced training for staff is the centrepiece of the reform agenda for DIMA. Plans for the new College of Immigration, Border Security and Compliance are on track to commence training in mid-2006.
In the meantime, specialist technical training is being provided, addressing areas such as making decisions on the basis of ‘reasonable suspicion’, using all available methods to identify people, issuing search warrants and case management. These courses will ultimately become part of the College curriculum.
Enhanced training in ICSE, DIMA’s main processing system, was rolled-out in November and December last year and further modules in this e-learning program are being delivered in 2006.
Leadership, values, standards and management skills were also areas of concern identified by both Palmer and Comrie and a new National Training Manager was appointed in early December to develop and lead the new department-wide training programs in these areas.
The Executive Leadership program commenced delivery in September last year. All DIMA executive level staff will undertake this course. A development program for lower-level managers, a Fundamentals of Leaderships Program and enhanced induction training are all being delivered to staff.
The significant systems issues identified by Palmer and Comrie are being addressed. Independent reviews of DIMA’s business information needs, systems governance, the IT platform and records management arrangements have been finalised and their recommendations are currently being considered. Pilot projects to better support DIMA staff in the field have also been completed, including using Blackberry technology to connect remotely to the ICSE system and trialling a field office. These pilots have shown acceptable results and will be considered for further development.
If implementation is to be driven hard it, is important that there be clarity of purpose, powers and relationships and transparency of authority, accountability and disclosure. Project and program management techniques help do this. At one level project management is a discipline, but at another level it is just common sense. It is about setting objectives and planning how to meet them
We have recognised this and have incorporated in our new structure a Program Services Office (in the Strategic Policy Group) to help business owners develop plans and to monitor progress on the implementation of the Palmer Projects and other key initiatives.
To ensure that DIMA staff, including those in the Senior Executive Service understand the principles of project management, a series of information sessions and one and two day workshops are underway. Response to project training has exceeded our expectations and regular project management training will be part of the long term training strategy.
Regular reports are fed up to the Executive Management Committee and to the Cabinet Implementation Unit (CIU) of the Department of the Prime Minister and Cabinet.
We are also required to report to the Minister on progress on a regular basis and we are required to report progress to Parliament in September 2006.
We could not do this successfully and honestly without a program management approach.
Our success in achieving change will be measured by improvements in the confidence the Department is able to inspire in the broader community, including recognition of the benefits delivered by a well managed and administered immigration program.
Success will be reflected in the fact that our decisions are fair and reasonable, that implementation of policy is open and there are clear lines of accountability through the DIMA executive, to the Minister and Government and to the Parliament and the broader community.
Measuring our success must take place on a couple of different planes. Our overall success will be measured through things such as:
the community’s acceptance of the level and nature of our immigration program;
the recognition of the net economic benefits delivered by a well managed immigration program, including how it assists in Australia’s economic growth through improved productivity and export performance;
the settlement success of migrants; and
our contribution to border security by preventing people with major health or criminal issues from entering Australia.
The success of the Palmer Plus program of work can be measured by:
positive feedback from our clients (even if they do not like the decision, do they feel that they have been treated fairly and reasonably throughout the process?);
easier and faster access to information by the staff and the public;
faster resolution of identity issues;
reduction in visa overstayers through improved education of both visa holders and employers;
improved processing times for complex cases;
positive audit and Ombudsman reports; and
feedback from staff on whether the changes are making it easier for them to do their jobs in a fair and reasonable way.
Change does not come easily to large organisations – it takes time and commitment. And while under no illusions about the scale of the task, we are confident that we have the capacity to deliver on the change agenda. We shall be judged on what we have achieved.