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L21 Public Sector Leadership series

L21 Public Sector Leadership series. Executing the Department of Immigration and Citizenship’s Transformation Program Andrew Metcalfe Secretary Department of Immigration and Citizenship 7 December 2010. Introduction. UNHCR 2009 Global Trends Report

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L21 Public Sector Leadership series

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  1. L21 Public Sector Leadership series Executing the Department of Immigration and Citizenship’s Transformation Program Andrew Metcalfe Secretary Department of Immigration and Citizenship 7 December 2010

  2. 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

  3. DIAC: 2009–10: Year at a glance

  4. Transformation program • 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

  5. Foundations for transformation Business Services Client Services Policy and Program Management NEW ENTERPRISE ARCHITECTURE Global Managers Business Services Transformation Client Services Transformation Visa Simplification and Deregulation Border Security and Integrity STRATEGIC CHANGES eBusiness Generic Visa Portal Service Delivery Partners Visa Risk Analysis Service Centres CAPABILITIES Strengthen the application layer of Australia’s Border Security model

  6. 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’

  7. Organisational capability • Improving capability to foster excellence • Building capability in: • case management • policy • evaluation and research • internal business support services • professional client service expertise

  8. Strategic approach to services • Three strategic elements • Simplification of our visa framework • Professionalise and standardise internal business processes • Transformation of service delivery

  9. W W W W W W W W W Service Centre Service Centre Migrate Activity Migrate Activity Expanded enquiry Expanded enquiry @ @ Client Query / role to include pre role to include pre - - Counter Services lodgement, post lodgement, post - - lodgement and lodgement and eChannel eChannel support support Oral lodge and decide Oral lodge and decide Well trained Well trained Specialists Specialists generalists generalists - - for selected, simple for selected, simple handle up to handle up to products products 80% of 80% of queries queries eBusiness eBusiness Customer Query / Counter Services Client Query / Counter Services W W W W W W eLodgement capability for all eLodgement capability for all Migrate Activity products products Redesigned website to improve Redesigned website to improve Customer queries Counter services ease of use ease of use Expanded self Expanded self - - service tools service tools Client at the centre (client account, application (client account, application Work Placement status etc.) status etc.) Client On - Query / shore Counter (low - risk) Services Applications W W W W W W in eFormat Migrate Activity Risk Tiering Off - shore (high - risk) Service Delivery Partners (SDPs) Service Delivery Partners (SDPs) Applications Applications in eFormat in eFormat Biometrics Biometrics Specific Strategy Citizenship Citizenship Initiative Testing Testing Clients Clients SDPs SDPs Migrate Activity Migrate Activity Expand the Department Expand the Department ’ ’ s footprint on s footprint on & off & off - - shore shore Future Strategy Focus on Migrating Appropriate Activity to Lower Cost Channels Volume of Activities W W W W W W W W W Client Services transformation

  10. Client Services transformation • Dramatic transformation in approach to service delivery • Increased senior level of focus • Global manager structure • Focus on performance • Encouraging innovation

  11. 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

  12. 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

  13. L21 Public Sector Leadership series Questions?

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