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PLAN FOR INTEGRATION

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PLAN FOR INTEGRATION

© Commonwealth of Australia 2015

With the exception of the Commonwealth Coat of Arms, all material presented in this publication is provided under a Creative Commons Attribution 3.0 Australia licence (http://creativecommons.org/licenses/by/3.0/au/deed.en).

For the avoidance of doubt, this means this licence only applies to material as set out in this document.

The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided) as is the full legal code for the CC BY 3.0 AU licence (http://creativecommons.org/licenses/by/3.0/legalcode).

Use of the Coat of Arms

The terms under which the Coat of Arms can be used are detailed on the It’s an Honour website—www.itsanhonour.gov.au.

Contact us

Enquiries regarding the licence and any use of this document are welcome at:

Communication and Media Branch

Department of Immigration and Border Protection

PO Box 25

BELCONNEN ACT 2616

CONTENTS

Foreword 2

Our functions: Past, present and future 4

Integration milestones to date 6 Next steps towards integration 9

Developing our new Department 10 Organisational structure 11 Governance arrangements 13 Delegations 13 Integrated Portfolio budget 14 Efficiencies 14 Strategic planning 15 New visual identity 15

People 16 Career management 17 Career plans 17 Career vocations 19 Preparing for the Australian Border Force 24 Learning and development and the ABF College 25 Culture 26 Our integrity framework and related policies 30 Settling terms and conditions for the integrated Department 32 Property 33

Systems 34

Integration and reform milestones 38

Engagement 46

2 Plan for Integration

Colleagues

It is now about four months until the Department of Immigration and Border Protection and the Australian Customs and Border Protection Service formally become one new Department, and our operational enforcement arm, the Australian Border Force (ABF), is stood up on 1 July 2015.

Since May 2014, when the former Minister for Immigration and Border Protection announced the integration of the Department and the Service, staff from across the Portfolio have worked hard to plan how best to bring our two organisations together.

We are two large and complex organisations, so this has been a large and complex undertaking. It is a change that affects all of us, no matter what part of the organisation we work in.

Already, many of our people—particularly our staff in Policy, Corporate and Intelligence and Capability Groups—are working side-by-side in integrated teams. From 2 March, our whole Portfolio will be working in an integrated structure, following our recent announcements about the structure of our operational Groups: Visa and Citizenship Services, Border Operations and Immigration Status Resolution, as well as the senior staff who will lead Groups, Divisions, Branches and Commands across the Department.

This is well in advance of our 1 July 2015 deadline.

We have also moved forward on a number of other issues we foreshadowed in the Blueprint for Integration in October. Consultation to help develop our new professional integrity system was undertaken from December to February, with the first tranche of finalised policies to be released in March 2015. We have also provided you more detail about the structure and transition arrangements for the Australian Border Force through a series of Bulletins.

We are now in a position to provide you with more details about how the integration will affect you, and when, in this Plan for Integration.

We are building our future on firm foundations —our two organisations are both long-standing Australian Government agencies that have helped build the Australia we know today.

Since Federation, when the customs functions were first performed by the Department of Trade and Customs, we have helped shape the safety, security, and lifestyle of the Australian community. From our earliest days, we focused on collecting revenue and preventing the smuggling of goods.

After World War II, the Department of Immigration was established to build the Australian nation and help with the resettlement of people displaced following the war. More than seven million people have migrated permanently to Australia since 1945, with just under five million people becoming Australian citizens since the creation of Australian citizenship in 1949.

Today, we are a Portfolio with global reach that works across the border continuum—before, as and after people and goods reach and cross our border. We have immigration responsibilities to manage the entry and stay of temporary and permanent migrants, to provide assistance to people who need Australia’s protection through the Humanitarian Programme and to confer Australian citizenship. Our responsibilities also include collecting border revenue and trade and travel statistics. The effective border controls we provide allow people and goods to move seamlessly across our borders, which is critical to enhancing trade, travel and migration, which also adds to our economic competitiveness and prosperity. In short, we have significant policy, service and enforcement roles, which when combined create a unique organisation that affects the Australian community every hour of every day.

FOREWORD

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Even since the Government’s announcement in May 2014, through tragic events seen in Martin Place and further abroad, we have seen the threat environment in which we operate evolve in new and unpredictable ways that have implications for border controls and visa and citizenship arrangements.

This is just one example of how of our global circumstances are changing constantly, and clear evidence that we need to prepare and quickly adapt to manage issues for which we have responsibility.

The work we and our predecessors have done has led us to where we are now—having built a strong, prosperous and diverse Australia. We now have to face our next challenges, and start writing the next chapter in the Portfolio’s story.

As a Department, we are Australia’s gateway to the world. We need to be the conduit through which legitimate travellers, migrants or potential citizens, as well as legitimate goods, can freely pass. We also need to be able to close the gate promptly and effectively against those who would do Australia harm.

To do this, we will ensure our staff are well-trained and equipped both to facilitate legitimate

travel, trade and migration, and to respond to emerging threats to our borders. This will be our contribution to the Australia’s future.

We acknowledge that change is not always smooth or easy, but we know that our people and their combined capabilities are integral to our new Department. We want to provide you with as much information as possible about what will be happening between now and 1 July, and beyond.

We encourage you to read this Plan thoroughly, as it sets out for you what changes are happening when, as well as providing you with more information about how to plan your career within this Department.

We also encourage you to speak to your supervisors, managers and leaders if you have questions, concerns or a contribution to make to our future.

Thank you for your participation in our integration journey so far. We look forward to working with you to build a new Department of Immigration and Border Protection that will meet the challenges of the future.

Michael Pezzullo Secretary

Roman Quaedvlieg Chief Executive Officer


The functions that the Immigration and Border Protection Portfolio performs pre-date Federation.

Our predecessors have shaped Australia as we know it today—a prosperous, safe and diverse society—and we, as the new Department of Immigration and Border Protection, will continue to shape our nation in the future.

As we broaden our focus, we will touch many parts of Australian life— industry and commerce, trade and travel, our national security, the protection of our community and the enforcement of our laws, and the security of our offshore maritime resources and environment. Our broadened responsibilities also means opportunities—opportunities to influence government and other decision makers on what policies and capabilities are required in a much broader range of issues. We will also have a much broader view of threats to the border, and this provides us with the chance to better position ourselves as an organisation that can respond proactively in a changing global environment.

OUR FUNCTIONS: PAST, PRESENT AND FUTURE

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• May 2014 Ministerial announcement

• New mission: to protect Australia’s border and manage the movement of people and goods across it.

• We contribute to three national outcomes: - strong national security - a strong economy - a prosperous and cohesive society

• Gateway between Australia and the world, facilitating trade, travel and migration while also protecting Australia from threats to the border

• Increased volume of trade and travellers, competing in global marketplace for best and brightest, continuing our temporary and permanent migration programme

• Increased use of online services

• A highly skilled workforce which will deliver professional, disciplined, and flexible border protection capability

• Improved information sharing to support our intelligence-led approach

• An integrated Department with an important policy, service delivery and enforcement role

• 1901: Federation, establishment of Department of Trade and Customs

• Post-WWII: establishment of Department of Immigration (24 employees, mostly based in London) and extensive programme of nation building

• Waves of boat people

• New ways of patrolling, detecting

• Rise of technology in 1980s changing how we do business

• 9/11: changed national security environment, increased risks

Our past

Our present

Our future


Aug Executive Division fully stood upInterim Australian Border Force College launched

Sep ACT Portfolio Headquarters tender released

May Minister announced Portfolio integration and Australian Border Force

Reform and Integration Task Force stood up (formerly known as the Portfolio Reform Task Force)

INTEGRATION MILESTONES TO DATE

Jul Strategic Border Command and Regional Commands stood up

National Border Targeting Centre established

Integrated Communication and Media Branch and integrated Parliamentary and Executive Coordination Branch start work

2014

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Oct Release of Blueprint for Integration and start of first National Roadshow

New joint Executive Committee

First joint SES conference

Portfolio Chief Finance Officer appointed to manage transition to joint budget

Investigations trial in WA

2014

Nov Teams in Executive Division co-located

Integrated Legal Division started operations

First joint EL2 conference

DecThree integrated Groups stood up—Intelligence and Capablility (previously Enabling) Group, Corporate Group and Policy Group

Call for nominations for Reform and Integration Advisory Group

First meeting of the Reform and Integration Network

Announcement about co-location of Executive

Investigations Division Implementation Task Force established

Review of senior leaders started

New Senior Governance Committee structure announced

Consultation for first stage of Integrity-related policies started

First joint EL1 conference


Jan First Portfolio Australia Day Awards ceremony

Announcement of 2 March transitional structure

Feb SES Leadership ConferenceFirst integrated graduate cohort starts work

Integrated recruitment starts

Integration of DIBP seaports and airports function into Regional Commands

Regional Command trial in Northern Territory

Portfolio Intelligence Strategy finalised

Integration of Border Operations Centre functions into Strategic Border Command Centre

2015

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In coming months there are a number of activities and events planned to help us integrate successfully. Details about a number of important topics for staff are provided in this Plan including how we are developing our new Department and the key initiatives underpinning our areas of focus on people and systems as introduced in the Blueprint for Integration.

The Plan also includes a month-by-month listing of planned events, activities and tasks. Not every listed event, activity or milestone may have an immediate impact on you, but taken together, they will affect everyone across the organisation. The Plan will be supported by discussions with your local leaders as we continue to integrate the Department and the Service, as well as the second National Roadshow, starting in March.

Next steps towards integration


DEVELOPING OUR NEW DEPARTMENT

The way we design our new Department is guided by a number of principles:

• Our work is informed by information and intelligence.

• We use technology to support our work.

• We have clear lines of responsibility and accountability.

• Our staff are well trained and have the resources to deliver high-quality results.

• We seek to empower our staff by delegating decision making to the right level.

These principles are reflected in the agreed organisational structure and Portfolio governance model which outlines the core functions that directly contribute to the delivery of the Portfolio’s outputs. The model seeks to provide greater

clarity of the roles and responsibilities of senior staff, and facilitate more focused, strategic and effective management of the business.

The way we structure and operate our business will be supported by an enhanced governance framework which focuses on clear lines of accountability and engenders a culture of effective and efficient decision making.

A business planning and reporting cycle will support this model and ensure key planning and performance processes are embedded in the Portfolio’s governance and functions.

From 1 July 2015 the Department of Immigration and Border Protection and the Australian Customs and Border Protection Service become one new Department. This signals a major change in how Australia’s borders are managed, and one intended to stand the test of time. The Australian Border Force stands up as the Department’s operational enforcement arm.

11

In the lead up to 1 July 2015, a transitional structure was announced in two stages. The Policy, Corporate and Intelligence and Capability (previously Enabling) Groups were established from December 2014. More recently, the structure for the three operational Groups: Visa and Citizenship Services, Border Operations and Immigration Status Resolution, was announced.

SES leaders are now working with their staff to settle the transitional structure for the new Groups and some changes in the three Groups stood up in December. The transitional structure announced on 30 January, along with arrangements for Deputy Secretary positions announced on 11 February, will operate from 2 March 2015.

Work to refine our structure will continue between now and 1 July, as our operational Groups stand up and we consolidate the work our Divisions and Branches undertake to support the new Department.

While we are in this period of transition, existing accountabilities remain in place. This means that until 1 July 2015 the Secretary retains accountability for immigration functions such as compliance, status resolution and other detention functions; while the CEO of ACBPS retains accountability for customs and trade matters.

From 1 July the Secretary will be responsible for all Portfolio matters, including policy, visa and citizenship, corporate and enabling functions; with the ABF Commissioner responsible for the ABF and the operational activities it delivers.

The regional structure from 1 July 2015 will see the staff and functions performed by the Australian Border Force led by Regional Commanders. This includes trade, goods, people crossing the border, and the immigration status resolution support functions delivered in the states and territories. The staff and functions performed by other areas of the Department will be led by the Regional Director. This includes visa and citizenship processing, call centres, general client services, community engagement and citizenship ceremonies.

Organisational structure

Department of Immigration and Border Protection

Secretary Chief Executive Officer

Deputy Secretary

Immigration Status

Resolution

Deputy Chief Executive

Officer

Border Operations

Deputy Secretary

Policy

Deputy Secretary

Intelligence and Capability

Deputy Secretary/

Chief Operating Officer

Corporate

Deputy Secretary

Visa and Citizenship

Services

Deputy Secretary

Client Services Decision

Support Review


The Department is moving to a clearer delineation between policy and the delivery of visa and citizenship programmes.

A fundamentally new relationship and approach will apply to the interface between Policy Group, particularly with the Immigration and Citizenship Policy Division and programme operations. This change will affect all staff working on visa and citizenship programmes overseas, in our states and territories, and in Headquarters. It is not just a structural change—it is a change in philosophy, approach and accountability.

Immigration and Citizenship Policy Division’s overarching role will be to examine and advise the Government on issues that go to the longer term impact of immigration and people mobility upon Australia and maintaining public confidence in people mobility policies and border protection.

The Visa and Citizenship Services Group will have end-to-end responsibility for visa and citizenship programmes. The Group will provide a single point of accountability for all visa and citizenship cases, service delivery and support capabilities. Additionally, and in recognition of the volume and complexity of our visa and citizenship arrangements, a Deputy Secretary will lead a major review of the Client Services Decision Support Framework and provide recommendations to the Executive Committee in August 2015 on the future foundation of improved visa and citizenship decision-making processes and capabilities.

In short, the Policy Group will set the framework and policy direction with visa and citizenship programmes, with all of the delivery of the programme being led by Visa and Citizenship Services Group. Equally important as Policy Group being responsible for the framework and policy, Visa and Citizenship Services Group will provide feedback and advice to Policy Group to support ongoing policy evaluation and input to new policy issues.

Evolving to a new state—policy, visa and citizenship

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Governance arrangements To support the transitional and future organisational arrangements, we have also reviewed a range of existing governance arrangements. The formal committee structure is designed to assist the Secretary, the CEO (during the transition to integration), the Australian Border Force Commissioner (from 1 July 2015) and those responsible and accountable to effectively deliver Portfolio outcomes.

Our new senior governance committee structure• Executive Committee (EC) chaired jointly by the Secretary and CEO during

the transitional period, and by the Secretary from 1 July 2015

• Strategic Command Group (SCG) chaired by the CEO

• Strategy and Capability Committee (SCC) chaired by the Deputy Secretary Policy Group

• Resources and Finance Committee (RFC) chaired by the Deputy Secretary Corporate Group

• An integrated Audit Committee will also be in place from 1 July 2015

Delegations Staff throughout the Portfolio exercise powers under a range of legislation, both that we administer and that are administered by other agencies. These significant powers are managed through a network of delegations and authorisations. During transition, and from 1 July and beyond, we will need to maintain a high level of vigilance on our delegations to both protect our staff and the decisions we make.

The current arrangements for delegations and authorisations vary between ACBPS and DIBP, and a new integrated Portfolio approach is being developed. In the meantime, the Secretary and CEO have asked SES leaders to actively manage delegations during the transition period. The management of delegation is being supported by the Governance and Performance Evaluation Branch, who are working with Legal Division to amend and update delegations.


Integrated Portfolio budget The new Department collects significant revenue for the Australian Government and receives substantial funding from Government to implement and administer Government programmes and priorities. The Department is the second largest revenue collection agency for the Government and is forecast to collect $63 billion over the forward estimates, or more than $15 billion per annum.

The Department’s operating budget for 2015–16 will be more than $2.5 billion, and $10 billion over the forward estimates. Additionally our Department will expend more than $310 million in 2015–16 on the capital programme. The Department will also manage an administered budget of approximately $1.8 billion in 2015–16.

The Chief Finance Officer is working with the Portfolio Executive to manage the end-of-budget cycle for the current financial year and is preparing for the 2015–16 financial year and forward estimates. This involves reviewing current financial governance, responsibilities, systems, policies and procedures. The review outputs will ensure we have a financial framework suitable for our new Department that will:

• ensure the proper use of public resources and the financial sustainability of our Department

• enable the Department to deliver Government priorities

• encourage internal co-operation to achieve common objectives

• support the development of the 2015–16 internal budget and capability investment programme

• support our new organisational structure.

Efficiencies Integration is expected to position our new organisation to protect and manage the Australian border and meet its future challenges. Integration will also mean we can make efficiencies through removing duplication and standardising business practices.

The efficiencies we create will be able to fund the capabilities we need to protect our border into the future, as well as return some savings to government. While the Portfolio’s overall budget is subject to government consideration, at this stage we are confident that we can live within our means by achieving efficiencies in the following areas:

• over time, reducing the size of the Senior Executive Service to deliver clear accountabilities and appropriate spans of control

• where appropriate, increasing the span of control at Executive Level to more closely

align to findings by the National Commission of Audit and best practice benchmarks

• removing duplication and streamlining functions across the integrated Portfolio

• phased consolidation of property leases and more efficient facilities management

• rationalising current contracts, and ensuring future ICT, telecommunication and some non-ICT contracts provide services for the integrated Portfolio.

These efficiencies and savings are over and above any productivity savings to fund negotiated pay increases in the Enterprise Agreements and the Portfolio’s ongoing annual efficiency dividend (which is applied to all Commonwealth-funded departments and agencies). While integration of some areas is expected to create efficiencies, the priority is to reinvest people and resources into front line activity and work that is required to deliver government objectives.

15

Strategic planning In coming weeks and months, Groups, Divisions and Branches will start working on a range of strategic planning activities. Using the structure, governance arrangements and budget as key inputs, business plans, operating models, stakeholder engagement plans, reviews of business processes and policies and procedures will be areas of high focus.

Staff are encouraged to get involved in this work and provide any ideas to improve our approach to our work, whether it be better use of existing information, identifying redundant processes, and helping to make sure work is being delegated to the right level.

New visual identity Due to the importance and size of the new Portfolio and the change in organisational priorities, it is important to develop a new brand that reflects both the Department and ABF’s mission, but also resonates with staff, clients, stakeholders and the general public.

From 1 July, the Portfolio will have a visual identity that works across the whole continuum of its operations, pre-, at and post-border. This stretches from maritime patrols to citizenship ceremonies.

The new brand will be applied in a range of environments, both within Australia and overseas, and across a wide range of products. Clear guidelines for how the visual identity should be applied, and when, will be provided to help staff produce high quality, consistent communication tailored to the specific needs of clients and stakeholders.

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PEOPLE

To support the creation of our new Department and its culture we will deliver a Portfolio People Strategy in April 2015 to lay the foundations for transforming our workforce using the talent and capability of our people.

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Career management Career management is about supporting staff to develop and plan their career while ensuring we have the right people, with the right skills, where we need them. It brings together career planning—your career goals and aspirations; with workforce planning—the structured plans that outline where, how many and what level jobs are.

Integration presents opportunities for all staff to think about their career and what they might aspire to in the future. The vocational model defines five vocational streams that will exist in the integrated Department, along with the competencies, qualifications, experience and skills required for roles within each vocation.

Career management is not just about promotion. For many, a career could look more like a lattice than a ladder. For some people, the vocational model represents an opportunity

to change vocations over the course of their career, but some staff may choose to remain specialised in one vocation.

Career vocations are different to our organisational structure. They are related to ‘what you do’ not ‘where you do it’. Staff in different vocations may be located in many parts of the organisation. The vocations are important in determining how we recruit, develop and support people. For example, learning and development curricula will be developed for each vocation.

This also means we will see blended teams, which may include staff from different career vocational streams, job families and job roles working together.

Career plans We would like all staff to consider their options and goals for their future. We will facilitate a process for all staff to build a career plan by 1 July 2015. This will include conversations with managers to discuss goals and aspirations—short, medium and long term.

Career coaches will be available to provide assistance with knowledge of vocational streams and job roles. They will help you understand vocational streams and job roles within the organisation, but they are not in a position to find jobs or guarantee placements. This will be done

through recruitment and other mobility practices and based on workforce plans. Collectively, your career plans will also inform workforce planning.

The second National Roadshow in March 2015 will include a career expo where you can find out more about career vocations, roles in your location and talk to career coaches. This will inform you to prepare your career plan.


BORDER FORCEPOLICY AND

REGULATION INTELLIGENCEENABLING/

SUPPORTCLIENT

SERVICES

PEOPLE

19

Career vocations The Blueprint for Integration introduced the five vocational streams that will exist across the Portfolio. Since that time, work has continued to develop the detailed elements of the vocational streams (from the existing job families and career streams), including the job roles in each vocation. This work will continue to evolve over coming months and years, to identify competencies and pathways to support progression through and across streams. Most staff will be able to identify their current job role in the following table, but should also be able to identify new or different roles that exist as a result of integration, which will provide for wider career opportunities.


BORDER FORCE

Delivers on national, international, regional and local border protection, law enforcement and national security priorities.

This workforce will comprise Border Force officers who will be trained and equipped to perform a range of tasks across domains. Cross-skilling will allow officers to be mobilised and deployed to routine and priority tasking and to supplement surge activities. Operations will be conducted across air, land and sea domains, including remote area patrols and offshore maritime operations.

Border Force—General Duties will be the agile and multi-skilled workforce that are responsible for delivering a range of border protection tasks within a defined geographic location. Border Force – General Duties will perform a range of existing functions, previously described as discrete job roles that will be combined into a single, flexible job role. Specialist roles are those that require specialised skills and training, and a dedicated workforce. These individuals may or may not be part of the general pool of flexibly deployed officers, but may still provide operational support as required (for example in holiday peaks).

The allocation of functions into Border Force—General Duties and Border Force—Specialist has not been finalised. We expect this allocation to continue to evolve.

Border Force—General Duties and Border Force—Specialist job roles are consistent with the current Portfolio direction and will be discussed in detail during the second National Roadshow.

Administration• Operational Support

• Operational Practice

and Standards

Border Force Operations • Border Force - General Duties

(may include the following

functions: Airport Operations,

Cargo Examination, Detained Good

Management, Detention Operations,

District Office Operations,

Enforcement Operations, Entry

Officer, General Inspection)

Border Force - Specialist• Detector Dog Operations

• Maritime Capability Advisor

• Marine Unit Deck

• Marine Unit Enforcement

• Marine Engineer

• Marine Unit Cook

Compliance and Regulation• Border Protection

Command Operations

• Character Consideration

• Compliance Assessment

• Compliance Case Management

• Compliance Field

• Detention Review

• Identity

• Investigation

• Removals

• Status Resolution

• Surveillance Operations

• Targeted Enforcement Operations

Engineering and Technical• Computer Forensic Investigations

• Forensic Document Examination

• Operations Support Technical

• Specialist Technical Training

Organisational Leadership• Border Force Management

Service Delivery• Call, Contact or Smart

Centre (Border Operation Centre)

• Client Service Operations

(Customer Information

Service Centre)

PEOPLE

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POLICY AND REGULATION

Develops strategy and policy and designs programmes to achieve policy intent.

This workforce will comprise technical and policy experts in immigration, trade and customs. Staff in this vocation will be supported by active career management and structured development aimed at building innovation, strategic insight, policy and programme design for now and the future.

Organisational Leadership• Policy and Regulation

Management

Strategic Policy, Research, Programme and Project• Business Analyst

• Data Analysis

• Design Advisor

• Economist

• Engagement Management

• Evaluation

• International and Stakeholder

• Agreements and Negotiation

• International Delegations

• Management and Support

• Performance Reporting

and Benefits Analysis

• Policy Advice

• Policy Development

• Programme Management

• Programme Reporting

• Programme Support

• Project Management

• Project Reporting

• Project Support

• Research

• Statistical Officer

• Strategic Design

• Policy and Regulation

• Survey Development

• Trade Assessment

• Trade Technical Expert

• Usability Design and Testing

INTELLIGENCE

Provides intelligence services and formulates intelligence products to support decision making, resource allocation and to counter border threats.

This workforce will comprise staff who provide intelligence services and formulate intelligence products to support decision making, resource allocation and to counter border threats. This workforce will be supported by structured training to develop trade-craft and industry relevant skills. Staff in this career stream will have strong linkages with domestic and international partners, as well as the broader intelligence community.

Intelligence• Data Miner

• Data Scientist

• Information Officer

• Intelligence Analyst

• Senior Intelligence Analyst

• Specialist Intelligence Analyst

• Targeter

Organisational Leadership• Intelligence Management

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CLIENT SERVICES

Assesses and decides applications in relation to visas, citizenship, customs and trade.

This workforce will comprise staff assessing and deciding applications in relation to visas, citizenship, customs and trade, including case management activity required to resolve the status of unlawful non-citizens, management of licensing regimes (warehousing, trusted trader and import certificates) revenue collection, as well as the provision of information and education to promote compliance.

Service Delivery• Call, Contact or Smart Centre

• Citizenship Processing

• Client Partner/Case Management

• Client Service Operations

• Customer Liaison/Counters

• Customer Support

• Firearms and Weapons

Management

• Objections and

Complaints Resolution

• Program Advice and Support

• Program Management

• Technical and Procedural Quality

• Licensing Assessment

• Trade Assessment

• Trade Technical Expert

• Visa Processing

Organisational Leadership• Client Services Management

Science and Health• Chief Medical Advisor

• Generalist Medical Practitioner

ENABLING/SUPPORT

Delivers support services through a set of core technical and functional expertise, that enable business outcomes.

This workforce will comprise staff from a range of disciplines including legal, human resources, information technology, finance, communications and public relations, property, infrastructure and facilities management, security, risk audit and assurance, corporate governance, procurement and contract management, project management and internal affairs and standards.

Accounting and Finance• Accounting (General)

- Professional

• Accounts Receivable/Payable

• Budgets

• Budgets, Finance and Travel

• Contract

• Costing

• Debt Recovery

• Financial Analysis,

Policy and Planning

• General Finance

• Management Accounting

• Management and Financial

Accountant

• Pricing/Cost Analysis

• Procurement and

Contract Support

• Procurement

• Procurement and Vendor

Relations

• Purchasing

• Taxation Accounting

• Travel

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Administration• Administrative Support

• Asset Management

(Land and Property)

• Business Management

• Data Entry

• Executive Support

• Facilities Management

• Governance and Secretariat

• Operational Support

• Operational Practices

and Standards

• Personal/Executive

Assistance and Support

• Processing

• Security (Physical)

Communication and Marketing• Change Management

• Campaign

• Community Liaison

• Editing

• Graphic Design

• Marketing

• Media Production

• Messaging

• Public Affairs

• Relationship/Stakeholder

Management

• Technical Writing

• Writing

Development Programme• Customs Training Program

• Graduate

• ICT Apprentice

• Indigenous Cadet

• Indigenous Trainee

Information and Communications Technology (ICT)• Business Analysis

• Business Process

Analysis and Design

• Databases and Data

• Development and Programming

• Helpdesk / Support

• IT Databases and Data

• IT Development and Programming

• IT Enterprise Architecture

• IT Infrastructure and Facilities

• IT Networks and

Telecommunications

• IT Security

• IT Service Management

• IT Systems Administration

• IT Systems Analysis and Design

• IT Systems Integration and

Deployment

• IT Testing

• IT Web and Multimedia Content

• Infrastructure and Facilities

• Networks and Telecommunications

• Programme and Project

Management

• Quality Assurance

• Security

• Service Management

• Strategic Leadership

• Systems Administration

• Systems Analysis and Design

• Systems Integration and

Deployment

• Testing

• Web and Multimedia

Content Development

Information and Knowledge Management• Information Management

• Information/Knowledge

Management

• Librarian

• Records and Information

Management

• Records Management

Legal and Parliamentary• Administrative Review

• Customs Lawyer

• Legal Officer

• Legislation

• Ministerial and

Parliamentary Support

Monitoring and Audit• External Audit (performance)

• Internal Audit (performance)

• Fraud Control and

Corruption Prevention

• Integrity Assurance and

Protective Security

• Organisation Suitability and Vetting

• Quality Management

• Risk Analysis

• Risk Management

Organisational Leadership• Chief Executive or

Managing Director

• Corporate and Business Planning

• Corporate Services Management

• Enabling/Support Manager

• Executive

• Generalist Management

• Generalist Management (SES)

Manager

• Operations Coordination

People• Business Partner

• Human Resource Advice

• Human Resource Practitioner

• Human Resource Specialist

• Industrial Relations

• Learning and Development

• Organisation and Methods Analyst

• Payroll

• Recruitment/Redeployment

• Rehabilitation Case Manager

• Work Health and Safety

• Workforce Management

• Workforce Planning

• Workforce Strategy

• Workplace Relations


Preparing for the Australian Border Force We are continuing preparatory work to establish the Australian Border Force (ABF) from 1 July 2015. As the operational enforcement arm of the Department, the ABF’s workforce will be made up of officers exercising customs, immigration and other powers.

Legislation, subject to passage by Parliament, is being progressed, including the creation of the role of the Australian Border Force Commissioner, a statutory officer who will be responsible to the Minister for Immigration and Border Protection for operational border protection matters. The ABF Commissioner will also be Comptroller-General of Customs for the purposes of administering and enforcing customs law—a function that has existed in some form since Federation.

Work to refine the ABF’s structure will continue over the coming months. Supporting this, we have a range of pilots and programmes underway to support the broader transition of staff into the ABF and the Border Force vocation.

This will culminate in establishing a single command centre for all reporting, including the integration of regional staff under the regional command network, to form a flexible and deployable workforce operating under a command and control model to deliver on border protection priorities. A trial of this model started in the Northern Territory in February 2015. This trial will be followed by a roll out in other regions, led by Regional Commanders who will provide more information to affected staff.

The workforce of the future ABF will be responsive, agile and mobile. Transitioning staff is just one, though critical, aspect of standing up the ABF.

Staff will transition from both the Service and the Department into the ABF, along with newly

recruited officers. Initially the focus will be on building and maintaining workforce capability, including those working in close support of operational roles through blended teams, and in ensuring business and operational continuity. A Consultative Working Group has been established to be the primary channel for feedback from staff and their representatives to provide input on the process of transitioning existing staff to the ABF.

As new roles are established within the functions and sections of the ABF, the job requirements for staff moving into those roles will be developed together with the specific transition process that will apply. All staff, operational and non-operational who transition into the ABF will be required to have an appropriate level of security clearance and an endorsed Organisational Suitability Assessment (OSA). Staff transitioning into operational roles in the ABF will also have to undergo an Operational Readiness Assessment against medical and fitness standards. The specific requirements will depend on the type of role.

Ultimately the objective is to ensure that officers will operate safely and effectively across the range of roles needed, and that they have the capabilities required now while positioning them for the future in line with their career aspirations.

Other visible changes will include new branding for the ABF, a new logo and a uniform continuum that will present a united, professional workforce.

As the ABF will be primarily a uniformed force, most officers will wear a new ink navy ABF uniform, ABF crest and rank insignia. The ABF uniform was successfully trialled in late 2014 and provides options for a range of functions and work environments.

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The uniform requirements for particular roles will be identified, and staff will be informed about these requirements, as roles are established within the functions and sections of the ABF. Meanwhile preparations are underway for the uniform roll out in readiness for 1 July 2015.

Regular communications, including through Australian Border Force Bulletins, will continue to update and inform staff about further details during the coming months.

Learning and development and the ABF College We will deliver a nationally standardised approach to learning and development across our integrated Department to ensure our people have the right experience and skills needed to excel in their jobs, both now and into the future.

The ABF College will support our integrated learning and development framework. The framework will govern how learning and development programmes are developed and delivered, consider the capability requirements of each of the vocations that will make up the Department’s workforce, and ensures we have technology to support different modes of learning. It will be a means to professionalise the workforce and to show the learning curriculum pathways within the vocational streams.

Our learning environment will operate on the 70–20–10 learning approach, recognising the majority of adult learning takes place on the job and through feedback and reflection, and a smaller amount is through mentoring and coaching and formal training such as eLearning and classroom learning. This learning approach will form part of the new strategy for learning and development to be finalised in April 2015.

The ABF College will be located in a range of campuses delivering specific operational training

and will support broader enterprise-wide training for all staff in the Department such as induction, management and leadership training. Non-Border Force vocational-specific classroom training, for example, policy implementation training, can also occur within the physical space of the ABF College.

Along with instructor-led training in various physical ABF College premises, learning and development will also occur through eLearning, virtual collaborative learning, workbooks, on the job training and also through expert, vocational and tertiary study partners. Learning and development will also be supported through studies assistance.

While the ABF College will be established on 1 July 2015, an interim college is operating in Customs House Sydney, with other operational training centres maintained across the country as college campuses. The interim college is delivering induction and leadership programmes including Leading People at the Front Line. Further priorities for the college include Border Force recruit training, training to transition future ABF officers, as well as other management and leadership programmes.

The ABF College will be integral in ensuring we have a highly skilled workforce, which will deliver professional, disciplined and flexible border protection capability well into the future.


Culture Building our new Department means we need to think about how we build our culture. Our culture will be shaped by both our past experiences and our expectations of the future.

Our culture will also be shaped by our mission, our vision, the Australian Public Service values, and a shared understanding of the behaviours all of us should demonstrate in our day-to-day interactions with each other and our stakeholders and clients.

Throughout the past few months we have asked you, our staff, for your views on what our vision should be—how we want to see ourselves, and how we want our clients and stakeholders to see us.

We also sought your views about what behaviours our employees need to demonstrate for that vision to become a reality.

More than 4500 of our staff provided their views through a series of discussions and a survey. You identified a number of complementary elements needed to build a compelling vision for the Department, including:

• one united and integrated Department

• an organisation that is respected for its professionalism, strong national and international relationships and one that upholds Australia’s commitment to humanitarian obligations

• a positive workforce culture and values

• a skilled workforce with development and career opportunities

• harnessing emerging opportunities and fostering a safe, cohesive and prosperous community.

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We are Australia’s trusted global gateway

The vision statement we propose to capture these elements is:

All staff are invited to consider the proposed vision and share their thoughts in coming months.


Our staff believe that a high performance, professional culture is one that values trained, knowledgeable and skilled people, timeliness and consistency of decision making, transparency, professionalism and efficiency. The behaviours we live will deliver this high performance professional culture. They align to the APS Values and, ultimately, they will help us to realise our vision and mission, and the national outcomes we contribute to.

These are not just words on a page. Our vision and behaviours are a clear signal for every individual working in our organisation of what we aspire to be and what is expected of us, at all levels. They combine to provide our goal and the ways we will achieve that goal.

Over the coming months we will work to finalise our vision and embed it and our behaviours into our policies and procedures, our training, and our recognition framework. From today, we can all start considering how we live the behaviours individually, in our team, our Branch, our Division, and our Group.

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Living the values and behaviours

Behaviours

Values

Demonstrated through our behaviours at all levels:

• I am accountable for my actions and decisions

• I make desicions impartially, based on merit and facts

• I act with integrity and uphold and maintain the law

• I am innovative, adaptable and contribute ideas

• I undertake my work in a responsive and efficient manner

• I communicate honestly and transparently

• I collaborate and share information across teams and with our partners

• I am respectful and courteous

• I value diversity and I am open to cultural differences

• I develop my skills and knowledge

We have a high performance and professional culture. We support, develop and empower our people. We live by the APS values:

• Impartial

• Committed to service

• Accountable

• Respectful

• Ethical

Proposed vision

We are Australia’s trusted global gateway

Mission

To protect Australia’s border and manage the movement of people and goods across it

Outcomes

We contribute to achieving three national outcomes:

• Strong national security

• A strong economy

• A prosperous and cohesive society


Our integrity framework and related policies The Blueprint for Integration introduced the need to develop new professional integrity arrangements for our integrated department and acknowledged that the threat of corruption in the public sector is real.

As a public sector organisation our workplace values and behaviour are governed by the Australian Public Service Values and the Code of Conduct. Drawing on the Values and the Code, the Executive Committee has expressed its expectations about workplace values and behaviour in the new Department through the development of what we have called an Integrity Framework, and some associated measures related to professional standards.

In a broad sense the Integrity Framework stems from, on one hand, understanding the roles and responsibilities of the new Department, and on the other, the management of public sector integrity risk. Importantly in this context integrity risk applies equally to the individuals within the Department and to the Department itself.

Not only must each individual have high standards of integrity, the Department must also be what it says it is, and do what it says it does.

In December 2014 the Secretary and CEO reminded us of our role and responsibilities and that, as a result, we hold a privileged place at

the border and in the community. Every day we make decisions that affect safety, rights and freedoms of people, and Australian trade and commerce. Our staff exercise considerable, often coercive, powers, with very wide discretion under often limited supervision. The community and government trust us to exercise these powers reasonably, lawfully, impartially and professionally.

Against the backdrop of our departmental responsibilities and powers, we must consider, among other things, integrity risk. That is, the likelihood that a staff member might misuse powers or position with some expectation of gain for themselves or for others, and the likelihood of instances of bribery, embezzlement, fraud, extortion or perversion of the course of justice. In turn, we must consider how to protect our staff, information, property and systems from integrity risk.

When we consider the likelihood of integrity risk we must think more broadly than the possible intent of individuals in the organisation. Our work and the information we hold is valuable to organised crime syndicates, who actively try to circumvent border controls, reduce border integrity and threaten national security. Visa and citizenship decision making and our border management activities are a significant target for criminal groups who have strong financial and other motives to infiltrate border protection agencies across the globe.

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Corruption in our Department would greatly undermine government and public confidence in us, as well as the confidence of our partners, including intelligence organisations and foreign governments. Regrettably, there have been well-documented instances of corruption in both the Department and the Service, including involvement in drug importation, unauthorised access and dealing in information, and the ‘selling’ of visas.

When we think about integrity risk, it’s worthwhile remembering that we must not just do the right thing, and be seen to do the right thing, but we must also be able to demonstrate that we do the right thing.

On 11 December 2014, staff were advised about the new departmental Integrity Framework. The Framework is being introduced in two stages and we have just completed consultation on the draft policies in stage one.

From December 2014 to February 2015, consultation with staff took place on the first group of draft integrity and integrity-related policies. Staff and staff representatives have been encouraged to provide feedback by sending in comments and suggestions on these policies. Information and discussion sessions were held throughout Australia and with the overseas network aimed at staff with managerial roles, generally at Executive Level 1 and above but regions included APS6/APS5

staff where appropriate. Attendees were asked to consider the draft policies as part of ongoing team discussions and to pass the key messages from the information sessions to their teams. The feedback provided during the consultation period is now being considered prior to the finalisation and implementation of the policies on 9 March.

Consultation on the second stage of Integrity Framework draft policies will start on 16 March, with feedback from staff and staff representatives due by 1 June. These policies will come into effect from 1 July 2015. Throughout the consultation period, there will be more information and discussion sessions throughout Australia and for our overseas staff.

The Integrity Framework and related policies contain obligations and responsibilities that are new to many staff: it is understood that it will take time for the policies to settle into place. Importantly, in respect of the policies, staff are advised that information provided will only be used or disclosed in accordance with the Privacy Act 1988, and that any processes and procedures under the policies will be managed respectfully and professionally.

In the longer term, as an adjunct to the Integrity Framework, a series of Ethics and Integrity Gyms (scenario-based facilitated workshops) will be conducted for staff from July 2015 to explore ethical decision making in the workplace.


Settling terms and conditions for the integrated Department Work is underway to settle the terms and conditions that will apply in the integrated Department and the range of policies and guidelines required to support their application.

From the date of integration, ACBPS staff will transfer to the Department through a Machinery of Government change under section 72 of the Public Service Act 1999. All employees will become Departmental employees and the Department’s Enterprise Agreement will become the core instrument setting out terms and conditions of employment. Personal rates of salary for ACBPS staff are preserved on transfer to the Department (where higher than the applicable salary rate under the Department’s EA), or moved upwards to the nearest applicable pay point.

The Secretary of the Department and the Minister for the Public Service can issue determinations that provide additional terms and conditions in consultation with affected employees. Any requirements for terms and conditions from the Service’s EA to be included in a Determination will be considered closer to the date of integration when likely outcomes of bargaining in the Department and the Service are known.

Enterprise Agreement negotiations currently underway in the Department and the Service provide an opportunity to consider changes to terms and conditions in each organisation in the lead up to integration. For ACBPS staff, any pay rise achieved in a replacement ACBPS Enterprise Agreement would add to each staff member’s personal rate of salary which is preserved on transfer to the Department.

If a new Departmental Enterprise Agreement is not in place at the time of integration, negotiations will continue with all employees of the integrated Department. Opportunities to start these negotiations before integration are being explored.

In addition to Enterprise Agreement negotiations, the range of policies and guidelines that impact on terms and conditions are being reviewed for alignment and to identify and address any transitional issues. As this work is progressed, consultation will occur to provide staff with an opportunity for input. Some early input from staff has already been provided through the EA mail box and all staff are encouraged to raise further issues needing clarification as they arise.

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PropertyWe are progressing plans to better manage our property arrangements across Australia and globally. To support integration, it is our goal to have teams co-located as quickly as possible. We will also develop and implement a Portfolio 10 year strategic plan for commercial property.

The physical co-location of business functions is pivotal to the new Department successfully delivering its business outcomes—in some cases this has already happened. In Canberra in particular, there will be a significant co-location between the Belconnen and City premises in coming months. A realignment of accommodation for the Portfolio will be undertaken to align our physical accommodation structure with our organisational structure. This will be a key milestone in DIBP and ACBPS’s pathway to integration.

As neither site can accommodate the full property requirements for our staff in the Australian Capital Territory, in the short to medium-term staff will

primarily be accommodated in either the Belconnen or City premises. The primary goal is to achieve the greatest degree of Group or Division co-location between the two sites. In the longer term, the aim is to consolidate Headquarters functions into a single precinct in the ACT (except for specialist facilities) from the end of December 2017. Staff in Canberra will be consulted when changes to property arrangements in the short, medium and long-term are being considered and when the outcome for the tender for the Portfolio Headquarters solution is known.

The opportunity to amalgamate our premises will be determined on a case-by-case basis, taking into consideration our integrated business needs, the timing for leases to lapse, and value for money. Staff in regional commands, state and territory offices and in overseas posts will be consulted as and when changes to property arrangements are being considered.


SYSTEMS

Integration presents a unique opportunity to revolutionise our approach to managing the Australian border. Improvements in capability and continual innovation will ensure we can achieve our mission and adapt to the challenges of a rapidly changing operating environment. To do this, we are focused on developing modern systems that support the work we do—these systems include business approaches, tools, and equipment.

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These systems provide benefits to us, our stakeholders, the Australian Government and the community. We will focus on a range of immediate capability activities over the next year:

The Trusted Trader Programme will be a differentiated, trust-based regulatory framework based on partnerships and shared responsibility and will provide simplified trading practices for trusted traders. A 12 month pilot programme commences in July 2015, and will initially include a limited number of exporters representing a cross section of industry.

The Programme will increase supply chain certainty and reduce red tape for trusted traders. This approach will allow us to focus our resources on areas of high and unknown risk. The Portfolio recently entered into a partnership with KGH Border Services to help develop the programme.

The Future Traveller Programme aims to create an automated and seamless experience that allows legitimate travellers to self-process, while intercepting travellers of interest. This work includes expansion of inbound eGates as well as deployment of outbound eGates, which is part of the Government’s commitment to boost counter-terrorism capabilities.

A new Traveller Processing Platform is being developed to replace the Passenger Assessment Clearance and Evaluation (PACE) system, with planning work scheduled over the next year ahead of a phased release in 2016–17. It will support the optimised use of eGates as well as technology improvements to mobile capability for ABF officers in air and sea ports. By 2018–19, we aim to process 90 per cent of all arriving and departing air travellers through automated border processing.

An interim Incident Management System to provide improved situational awareness for Strategic Border Command will be delivered in June 2015. This interim capability will be

superseded by an Integrated Case Management system which will provide a consistent and unified approach to case and business process management across the Portfolio.

Mobile and digital capabilities provide opportunities to deliver and receive digital information and services anywhere at any time. The development of digital capabilities will support the growing number of transactions without increasing costs, as we move to a model that increasingly focuses on self-service. The MyVEVO mobile application will be released in June 2015 and will allow visa holders to check visa entitlements through mobile devices.

New tools to be delivered to staff in 2015–16 include the eBorderForce application for air cargo examinations, and the Mobile Traveller Alerts Application, which will provide real-time alert information through mobile devices.

We deploy a range of detection technologies to deliver the Australian Government’s commitment of a dedicated front line response capability. This includes leading projects to replace ageing detection technologies that are used to protect Australia’s borders. Current replacement projects include Biosens for explosives and illicit drugs trace particle detection, and HazMat ID to detect concealment of illicit drugs, precursors, explosives and chemical warfare agents. We will also roll out additional x-ray machines and new mobile examination vehicles.

To improve our identity and biometrics capability we will be expanding automated data sharing solutions with Five Country partners to handle far greater volumes of data and provide much faster response times. We will also stand up data exchange capability between regional partners. We will also introduce a new Australian Migration Status (AMS) ImmiCard, a secure immigration credential to facilitate one-way travel to Australia.


New vessels will be delivered to support and enhance maritime operations in the Torres Strait and in our ports and harbours.

Improved CCTV surveillance will contribute to our surveillance and investigation capabilities, through the roll out of digitized CCTV and the improvement of camera quality as well as accessibility. Our CCTV systems will be integrated and moved onto a common platform. Upgrades will occur in Port Botany during April–May 2015, followed by progressive roll out across 14 sites in NSW, QLD, VIC, NT and the ACT in 2015-16.

Improved intelligence capability will be enabled through the delivery of a number of advanced analytics projects. This will lead to faster integration of complex data sources and analysis of large volumes of data for use by the Portfolio to understand and target threats. Projects include: geospatial capability to assist in identifying risk patterns and trends, social network capability to identify networks and behaviours of entities of concern, visualisation capability to identify previously unknown networks and linkages, and web analysis capability to identify online web enabled border threats.

Enhanced air and sea traveller profiling capabilities will be designed, built, tested and deployed to support the National Border Targeting Centre. We will also work to improve profiling of visa risk and develop a consolidated view of risk for visa applicants, travellers, citizenship applicants and post-citizenship persons of interest.

To improve the reliability of the Portfolio’s business systems, we are progressively ensuring all key computing and storage infrastructure is duplicated in more than one location for disaster recovery and to support effective business continuity. For example, work has commenced to replicate the data centre currently housed at Allara Street in Canberra to a new facility. As part of an ongoing programme to secure the Portfolio’s systems from

internal and external technology threats we will also be improving cyber security arrangements.

Some of our new systems will be developed over a short period, but some will take many years to design, build, test, and implement before we realise the full benefits. We will approach all of this work in a structured and staged way so that, to the extent possible, we continually improve capability to support all of our business activities in a phased manner.

We will continue to evaluate the capabilities required to ensure we remain well positioned over the long term to address threats and harness opportunities in a rapidly changing border environment. Some of the areas of focus are already funded through additional investment by government or use of our Portfolio budget.

Portfolio integration also presents opportunities to change and enhance some of the ICT systems that support our internal arrangements. This is a large programme of work being led by the new ICT Division, with a range of business areas. Some changes may take some time to achieve, but early initiatives from 1 July include:

• a single SAP Human Resources system for leave and payroll, accessible from both DIBP and ACBPS desktop environments.

• a single SAP financial system for ledger, accounts payable, accounts receivable, travel and budgeting

• a new internal intranet including a Portfolio-wide staff directory

• a new internet site—www.border.gov.au

• transitioning to new email addresses—[email protected]

In 2016 we will continue to enhance our ICT capabilities. A notable change for staff will be the transition to a new, single-branded desktop and suite of mobile capabilities. More information on this change will be communicated closer to the time.

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A new Research and Innovation Division was established in December 2014, working across the Portfolio and in close collaboration with strategy, intelligence, policy, operational and technology areas and with other agencies in Australia and internationally. The Division will establish a new cutting edge capability across the Portfolio to undertake projects which investigate innovative approaches in areas such as big data analytics, technological advancements and emerging research. It will devise and test leading edge technology and business process design to help the Portfolio stay ahead of the increasing volumes of trade and travel and emerging threats to our borders.

The Research and Innovation Division builds on the existing capability of our two organisations, but provides an opportunity to develop new solutions and expand collaboration across government. The Division will operate on a flexible model with small teams, which are agile and able to fund ‘start up’ ideas in partnerships with other organisations.

The Division is made up of a Business Innovation Branch, which will lead work on testing new technology, and a Chief Scientist. The Chief Scientist, from the Defence Science and Technology Organisation (DSTO), is embedded within the Research and Innovation Division to assist the Department in its developmental research, including establishing governance arrangements and a framework for science and technology, and developing links to the research and innovation community in Australia and overseas.

Research and Innovation Division


INTEGRATION AND REFORM MILESTONES

March 2015 In March, the transitional structure announced on 30 January will be implemented. The second National Roadshow will visit offices in each state and territory to talk with staff about the Plan and career planning. The first tranche of integrity policies will come into effect.

• Branding concept for new Department (including ABF) finalised, as well as new website domain name

• New mobile examination vehicles and trace technology rolled out

• Transitional organisational structure commences

• Client Services Decision Support Review commences

• Portfolio Intelligence Priorities released

• Preparation of content for single intranet and internet sites begins

• Leading and Managing Change training for supervisors and managers continues

• First integrated Border Force Investigations course

• Second National Roadshow starts

• First tranche of Portfolio-wide integrity policies come into effect

• ABF Operational Readiness Assessments continue

Equipment

Identity, values and culture

Policies and procedures

Organisational structure

Training

Systems

Workforce

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April 2015 In April, the second National Roadshow will conclude, and sessions to discuss with staff the vision and behaviours for the new Department will start. Career coaches will be available for career planning discussions with staff, and ACT staff will be co-located.

• Co-location of Canberra-based staff, teams and branches across Belconnen and City campuses

• Upgrade of CCTV surveillance systems to a single platform commences

• New strategy for learning and development finalised

• Workshops about the new vision, values and behaviours commence

• Pulse survey and focus groups to measure effectiveness of staff engagement activities

• Career coaching workshops commence

Equipment

Co-location

Training


Workforce


May 2015 In May our Border Force recruits will start training at the ABF College, and all staff will start developing individual career plans.

• New Australian Migration Status (AMS) ImmiCard introduced

• Integrated Leadership Development Programme available for APS and EL staff

• First Portfolio Strategic Threat Assessment released

• Border Force recruits start training at ABF College

• Career plans developed

• Trials of integrated compliance functions for future ABF start

Training

Capability


Workforce

Systems

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June 2015 In June, we will mark the history of the Australian Customs and Border Protection Service prior to integration. Work towards standing up the Australian Border Force on 1 July will continue, with Operational Readiness assessments completed for all staff transitioning to the ABF.

• Roll out of interim incident management system to support operational activities

• Installation of real-time reporting installed in Regional Commands and SBC Centre

• Start-up of Research and Innovation Division projects

• Release of MyVEVO application allowing visa holders to check entitlements via mobile devices

• Held detention functions integrated into Regional Commands

• Integration of community services function into regional directorates commences

• Training for single finance system rolled out

• ABF Operational Readiness Assessments completed

• Career plans finalised and recorded in system

Organisational Structure

Systems

Training

Workforce

• Delegations for integrated Department finalisedOperating model

• Launch of ACBPS history publication

• Conference to commemorate history of ACBPS and DIBPIdentity, values and culture


1 JULY 2015 On 1 July 2015 our new Department of Immigration and Border Protection, including our operational enforcement arm, the Australian Border Force, will stand up. We will have a clear view of our new mission, vision and behaviours we expect of our staff.

• 1 July launch of new Department, including ABF

• Customs Information and Support Centre integrated with similar functions across Department

Organisational Structure

• New mission, vision, and behaviours in place for new organisation

• 70th anniversary of DIBP

Identity, values and culture

• Single systems for payroll, HR management and finance

• Single intranet launched

• New website launched

• New staff email addresses

• A single staff directory available

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• Single framework for work health and safety

• Single Performance Management frameworkPolicies and procedures

• Stand up of ABF

• Appointment of ABF Commissioner

• ABF crest and rank insignia formally in place

• New ABF uniform worn from 1 July

• New regional structure in place

• ABF College stood up

• Legislation establishing the office of the ABF Commissioner and enabling the operation of the ABF within the Department commences

• Transfer of ACBPS staff to the Department to reflect administrative re-arrangements complete

• Second tranche of integrity policies come into effect

Workforce


• Trusted Trader Programme pilot starts

• Roll out of next generation eGates for departing travellers at international airports commences

• Implementation of new profiling capability across all streams, starting with air travellers

• Ethics and Integrity Gyms (scenario-based facilitated workshops) start

• Roll out of technologies to support the establishment of the Counter-Terrorism Units starts

• eBorderForce Application roll out for use in air cargo examinations

• Mobile Traveller Alerts Application will provide live alert information via mobile devices

• Integrated induction programme in place for all staff

Training

Capability

Workforce

Systems

• New profiling capability for international cruise ship travellers

• Delivery of new vessels to support remote area patrols

• Ethics and Integrity Gyms continue

• Talent and succession strategy in place

• Integrated suite of human resources policy and practices in place

• Learning and Development Governance Framework implemented

Equipment

Capability

Training


July–September 2015

October–December 2015

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• Portfolio planning process continues: tools to provide a clear picture of budgets, costs, status and resource availability; capacity and demand launched

• Integration of DIBP and ACBPS Learning Management Systems and technology fit out of the ABF College

• Ethics and Integrity Gyms continueTraining

Planning

• Continued implementation of rules-based profiling, with capability for sea travellers stood up

• Roll out of new x-ray systems for use in air cargo depots concludes

• New Learning Management System implemented

• Training for the New Traveller Processing Platform will start

• Ethics and Integrity Gyms conclude

• Prototype of Regional Command Centre in place, ahead of national roll out of Regional Command Centres over 2016–2018

Equipment

Capability

Training

Operating model

• Each vocational stream will have a learning curriculum pathway in placeWorkforce

January–March 2016

April–June 2016


Our people Our people are central to integration and the successful creation of our new organisation. Our aim is to have genuine two-way engagement with staff at all points through the integration journey. The first National Roadshow, in October–November 2014, provided an opportunity to start a conversation about integration and reform. In March, the second National Roadshow will offer a further opportunity to hear more from your leaders about this Plan. Your local leaders will be encouraging conversations about the Plan and detailed activities in your area. We have been meeting regularly with employee representatives and will continue to do so.

ENGAGEMENT

• participating in workplace conversations with peers, supervisors, and managers

• contacting your local Reform and Integration Network member

• surveys and questionnaires

• sending feedback through the Have Your Say tab on the joint intranet at https://portfolioreform.immi.gov.au

• coming along to information sessions related to specific reform initiatives

There are a range of opportunities for you to Have Your Say, including:

Stakeholders Our new integrated Department creates opportunities for improved border management and engagement with our diverse stakeholders. To achieve our mission, being well connected with our stakeholders is vitally important. Effective engagement will ensure we are knowledgeable, informed and can develop mutually beneficial outcomes. We will continue to engage and consult with our stakeholders to enhance integration and capability reforms, as well as maintain and build our regular stakeholder relationships.

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By mid-2016 we will be well established as a new Department, and many of our new capabilities will be in place and enhancing our skills and the work we do. Some of our major capability enhancements will still be under development or take many years to fully mature.

While we may not be able to predict the exact course of our future, our experience tells us we will continue to see new and emerging threats that we will have to prepare for and respond to. In this sense, change is ongoing and constant, but we will be well positioned to meet these ongoing challenges.

2016 and beyond

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