Showing posts with label Dept of Home Affairs. Show all posts
Showing posts with label Dept of Home Affairs. Show all posts

Thursday, 9 August 2018

Is Minister for Home Affairs Peter Dutton value for money?


Australia's millionaire Minister for Home Affairs and Liberal MP for Dickson Peter Dutton has gathered to himself a lucrative salary worth in the vicinity of $478,068 per annum, before any parliamentary entitlements are realised.

The Prime Minister's annual salary is only a little under $50,000 more than this, while the U.S, President's annual salary is apparently around AU$70,000 less than Dutton's annual payment for services rendered.

So is Peter Dutton giving taxpayers value for the revenue dollars they supply.

It honestly doesn't appear to be the case if this audit is any indication.


On 18 July 2017, the Prime Minister announced that the government had decided to establish a Home Affairs portfolio which would have responsibility for:

federal law enforcement;
national security;
transport security;
criminal justice;
emergency management;
immigration and multicultural affairs; and
border-related functions.

The Department of Home Affairs has assumed all of the department’s functions (including the ABF) in addition to functions from each of the Departments of Prime Minister and Cabinet; Social Services; Infrastructure and Regional Development and the Attorney-General’s department.

In addition to the ABF, the Home Affairs portfolio also includes the following entities:

the Australian Federal Police;
the Australian Criminal Intelligence Commission;
the Australian Transaction Reports and Analysis Centre; and
the Australian Security Intelligence Organisation. …..

Conclusion

10. The Department of Immigration and Border Protection achieved the integration of DIBP and ACBPS and the creation of the Australian Border Force in a structural sense and is also progressing with the implementation of a suite of reform projects. However, it is not achieving commitments made to government in relation to additional revenue, and is not in a position to provide the government with assurance that the claimed benefits of integration have been achieved.

11. The department established largely effective governance arrangements which were revised over time in response to emerging issues.

12. The department’s record keeping continues to be poor.

13. The department is effectively managing a suite of 38 capability reform projects and has developed sound monitoring arrangements, although the Executive Committee does not have visibility of the overall status of individual projects.

14. The efficiency savings committed to by the department were removed from its forward estimates and have thus been incorporated in the budget. However, the department has not verified whether efficiencies have been delivered in the specific areas which were nominated in the Integration Business Case.

15. Based on progress to the end of December 2017, if collections continue at the current rate the department will only collect 31.6 per cent of the additional customs duty revenue to which it committed in the Integration Business Case.

16. In the Integration Business Case, the department committed to a detailed Benefits Realisation Plan. The plan was not implemented despite several reviews identifying this omission. As a result, the department cannot demonstrate to the government that the claimed benefits of integration have been achieved….

18. Reporting to the Executive focused primarily on integration and organisational reform, with minimal coverage of progress in delivery of the suite of 38 capability reform projects. Following the identification of this as a gap in the 2017 Gateway Review, an Enterprise Transformation Blueprint was established to provide the Executive Committee with greater visibility over the progress of activity across the department.

19. There was no evidence identified to indicate that written briefings were provided to the Minister on progress throughout the implementation process.

20. Detailed communication plans were established and implemented to support the integration process. ‘Pulse Check’ surveys were regularly taken to evaluate staff satisfaction and engagement with the process.

21. The audit found that the department did not maintain adequate records of the integration process. This finding repeats the outcomes of a substantial number of audits and reviews going back to 2005. The department’s own assessment is that its records and information management is in a critically poor state. The problems and their solutions are known to the department, and it has an action plan to address them, although numerous previous attempts to do so have not been successful.

22. The department also experienced a loss of corporate memory due to the level of turn-over of SES staff, with almost half of SES officers present in July 2015 no longer in the department at July 2017.

23. The department initially identified possible risks to effective integration. However, regular reporting against those risks ceased when the Reform and Integration Task Force was disbanded.

24. The department made extensive use of consultants to assist it with the integration process. Despite a requirement to evaluate contracts upon completion, this did not occur in 31 out of 33 (94 per cent) of contracts with a value of more than $1 million examined by the ANAO, and therefore it is unclear whether these services represented value for money…..

The Assurance Partner [Third Horizon] was engaged by DIBP as a consultant for the period 19 June 2014 to 18 June 2016 with a contract value of $2 million The total paid to the consultant was $1.6 million. Due to the department’s concerns with the Assurance Partner’s performance, the engagement ended early in August 2015……


The initial allocation of funds for the Portfolio Reform Program in the 2014–15 budget was $710.4 million.5 Additional funds were approved in successive budgets which brought the total funding for the Program to $977.8 million. [my yellow highlighting]

BRIEF BACKGROUND

North Coast Voices, 26 June 2018, Australia’s Border Farce lives down to its nickname


Friday, 16 March 2018

What a farce is the Dept of Home Affairs under Peter Dutton


In early July 2017 it was reported that Roman Quaedvlieg​ the head of the federal government's Australian Border Force had taken indefinite leave on full-pay since May following an external investigation by the Commission for Law Enforcement Integrity.

Despite a rather sordid tale coming to light coyly wrapped in phrases like 'inappropriate behaviour relating to a personal relationship' Mr. Quaedvlieg​ refused to resign and the Prime Minister continued to sit on the results of two reviews of the investigation and his conduct in office.

To date Roman Quaedvlieg has been paid in excess of $500,000 while on leave.

It wasn't until details of the PM&C review were leaked to the media and Prime Minister Turnbull and Minister for Home Affairs Dutton felt a need to sweep the decks clean ahead of the forthcoming federal election that the Governor-General was finally requested to sack Quaedvlieg and the announcement was released on 16 March 2018.
[Australian Border Force Act 2015—Subsection 21(4)—Statement of Grounds of Termination of Appointment as Australian Border Force Commissioner]

According to ABC News on 16 March 2018; His sacking ends a drawn-out and expensive internal investigation that will trigger a restructure in Peter Dutton's new super-ministry, Home Affairs. Mr Quaedvlieg was a former chief police officer in the ACT and the inaugural Border Force Commissioner.