Minister for
Home Affairs and Liberal MP for Dickson Peter
Dutton’s poor oversight and lack of managerial skills is on display for all
to see…….
The Sydney Morning Herald, 6 June 2018:
The benefits of
the merger of the Immigration and Customs departments and creation of
Australian Border Force haven't been proven and promised increased
revenue hasn't materialised, a damning audit report has found.
While the Department of
Immigration and Border Protection did achieve the merger effectively, it
"is not in a position to provide the government with assurance that the
claimed benefits of integration have been achieved," the report said.
The merger of the
Department of Immigration and Border Protection with the Australian
Customs and Border Protection Service took place in 2015, with its functions
now covered under the Department of Home Affairs. Controversial at the time, it
heralded a move to focus more on guarding the country's borders over
resettlement and migration.
In the business case for
the merger, the department committed to a "Benefits Realisation
Plan," but because the plan was not implemented, the claimed benefits have
not been measured and can't be demonstrated, the report said.
While the business case
for the integration of the departments promised an increase in revenue from
customs duty, less than half of the promised revenue increase has materialised.
At the end of 2017, just 42.2 per cent of the extra revenue committed to had
been achieved, and the report predicted that at the current rate just 31.6 per
cent of the additional revenue promised would be delivered.
When the merger was
announced, then immigration minister Scott Morrison promised "hundreds of
millions in savings" would be reinvested back into the agency.
Auditor-general Grant
Herir slammed the department's record keeping, which the department admitted
was in a "critically poor state," and said there was no evidence that
the Minister Peter Dutton was given written briefings on the progress of
the integration of the departments.
In its response, the
Department of Home Affairs acknowledged it had issues with record keeping and
committed to making improvements a priority. The report didn't look on this
commitment favourably though, pointing to more than 10 years of audits and
reviews that have made similar findings.
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," it said.
The report also found
that the department experienced a loss of corporate memory through the merger.
"Almost half of SES
officers present in July 2015 [were] no longer in the department at July
2017," it said.
The report also found
that out of 33 consultancy contracts with values of more than $1 million, just
2 were evaluated for value for money, meaning that it was unclear if the other
31 contracts had been value for money.
Spending on consultancy
in the department more than doubled in the years after the merger, topping more
than $50 million in each of the 2014-15 and 2015-16 financial years…..
The Age, 19 June 2018:
The multimillion-dollar
college that trains Australia’s border security personnel has “overpromised and
underdelivered” and immigration and customs officials have repeatedly abused
their powers, a scathing report has found.
The
government-commissioned findings also said many department staff lack the
training needed to perform their jobs and “jaws of death” have gripped
officials struggling to complete more work with fewer resources.
In May 2014 the
Coalition Abbott government controversially announced the creation of the
Australian Border Force (ABF), as part of a merger of customs and immigration
border operations. Crucial to the new super-charged agency was the
establishment of the ABF College, with multiple campuses, to ensure recruits
and existing staff “have the right skills to do their jobs”.
Under the former
department of immigration and border protection, consultants RAND Australia
were asked to evaluate the progress of the merger, ahead of the creation
of the Home Affairs portfolio in December last year which combined immigration,
border protection, law enforcement and intelligence.
The findings concluded
that “clear and unequivocal” progress has been made towards building a “modern
border management capability”.
However, success had
been “uneven” and in particular, the ABF College “largely remains a
disappointment to senior leaders across the department”.
The report involved
interviews with senior department officials, who cited concern that the
college’s curriculum was “not adequate for actual training needs”.
The college’s use of
technology was poor and, in many cases, was used to “automate bad learning
environments” rather than improve training.
The college was supposed
to train staff across the department, however many officials were not given time
to attend courses.
Overall, the college and
other training opportunities in the department “overpromised and underdelivered
to the detriment of the workforce and the morale”.
One senior official was
so frustrated at the problems that he suspended a board examining the issues
“until new terms of reference and fresh ideas were developed”.
The report is dated 2018
but it is not clear exactly when it was finalised. The Department of Home
Affairs did not answer questions from Fairfax Media on how much had been spent
on the college and where its campuses were located. Officials have
previously said the 2014-15 budget included $54 million to establish the
college and other training measures, and that several campuses would be
established including in Sydney and Canberra.
Across the department’s
broader workforce, senior officials said staff in many cases lacked “the
capability to do the work required of their assigned positions”.
This included customs
and immigration investigators “not understanding the law, use of force
protocols, and rules of engagement” which in some cases led to “abuse of
power,” the report said.
One official said field
compliance officers “were doing dangerous jobs without proper training” and
another described a junior officer who was “unable to manage shipboard
operations due to a lack of proper training and experience”.
Department staff
described being held in the “jaws of death” as they juggled an increased
workload and declining resources. Senior officials repeatedly raised concern
that the ABF received more resources than other divisions but “has not been
subjected to the same level of scrutiny”….
As a local
member it appears that Dutton is also having ‘workforce’ issues ahead of the
forthcoming federal election…..
Peter is working hard
but could use your help.
If you can spare an hour or two to help Peter in Dickson, please join the team.
If you can spare an hour or two to help Peter in Dickson, please join the team.
The most shameful evidence of Peter Dutton's management style is found when one condiders that as Minister for Immigration and Border Protection
since 23 December 2014, he currently has ultimate responsibility for the welfare of asylum
seekers held in custody.
Bringing the total number
of deaths in onshore or offshore detention and in the community to est. 64 people since January
2000.
That is the equivilant of almost four deaths each year on Peter Dutton's watch and around three deaths per year overall.
According to MSN
on 21 June 2018; There are nearly 700 men currently in
detention on Papua New Guinea, and more than 900 men, women and children on
Nauru.
