L21 Public Sector Leadership series Executing the Department of Immigration and Citizenships Transformation Program Andrew Metcalfe Secretary Department of Immigration and Citizenship 7 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 entry Total permanent and temporary entry visas granted Refugee and humanitarian entry Humanitarian Program visas granted Border security Passenger and crew arrivals and departures28.8 million Compliance Unlawful non-citizens located Settlement Refugees who arrived and received help through the Integrated Humanitarian Settlement Strategy Multicultural affairs Diverse Australia websitenumber of page views1.65 million Citizenship Number of people conferred Australian citizenship at ceremonies Client contact Calls to telephone service centres (general enquiries and Citizenship Information Line) Litigation Administrative 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 ENTERPRISE ARCHITECTURE STRATEGIC CHANGES CAPABILITIES Service Centres Service Delivery Partners Generic Visa Portal Strengthen the application layer of Australias 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

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

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