Bob Correll. CIO as a Change Agent. Deputy Secretary & CIO, DIAC. Brought to you by:

Transcription

1 Bob Correll Deputy Secretary & CIO, DIAC CIO as a Change Agent Brought to you by:

2 Systems for People: the foundations for future transformation CIO Summit 2010: The 21st Century CIO 22 July 2010 Sydney Bob Correll Deputy Secretary and Chief Information Officer Department of Immigration and Citizenship 2

3 The Department of Immigration and Citizenship The Australian Department of Immigration and Citizenship (DIAC) has a key nation building role through the well managed entry and settlement of people staff in 80 locations globally In : 25 million passengers and crew arrivals 4.6 million temporary visas granted permanent visas (migration & humanitarian) new citizenship grants 20 major computer systems (as well 70+ smaller systems) Supports a dynamic policy agenda 3

4 The DIAC transformation journey Transformation (first wave) Reforming (fixing the problems) Transformation (second wave) (global, high performing) Values and culture Stakeholder engagement Business process improvement: Systems for People (SfP) Ambitious policy agenda SfP has provided the foundation for future transformation Global service delivery using modern risk management practices Better services at a lower cost Major increase in use of web as key service delivery channel Leveraging technology opportunities 4

5 Systems for People objectives Improved transparency, quality and accuracy of decision-making by staff. Single and complete view of the client and the client s dealings, based on role, for all relevant staff. Clients receive the same treatment and outcome for the same circumstances regardless of the location in which their information is processed and the decision made. Improved recording of client-related information. Reduction in the number of incomplete visa applications. Increased on-line service quality, range and uptake by clients. Improved efficiency of operations. Faster and cheaper introduction of new policy. Greater accessibility of operational reporting. 5

6 A rigorous change management approach Dedicated change management team for the SfP program Strong senior executive support for change management and impact analysis Strong focus on will this work for our people? Strong focus on end-user engagement User Centred Design facility as part of change Extensive network of change agents Training needs analyses and innovative solutions Change management capability has matured - initially built upon specialist expertise didn t do it alone at first. 6

7 Key capabilities Benefits Realisation Business Process Modelling Enterprise Architecture Rules Competency Centre Benchmarking User Centred Design facility Organisational change management Specialist Internal Communications and Training teams 7

8 Supporting staff through the changes CCT-UCD CCT-UCD provides provides change change management management services services covering covering impact impact analyses, analyses, communication, communication, training, training, prototype prototype development, development, benchmarking, benchmarking, usability, usability, accessibility accessibility & user user acceptance acceptance testing. testing. Covering Covering all all business business areas. areas. DIAC DIAC has has highly highly committed committed staff staff dealing dealing with with human human situations. situations. Difference Difference between between policy policy and and operations operations focus. focus. Same Same group group of of staff staff is is often often affected affected by by different different changes changes at at the the same same time. time. CCT CCT manages manages the the change change to to minimise minimise business business impact. impact. Important Important to to get get this this right, right, given given 48.3% 48.3% of of staff staff have have been been in in their their current current job job <1 <1 year. year. 8

9 Engaging employees through GVP Gold GVP Gold Going beyond advocacy State Office Nominees Subject Matter Experts GVP Super-Users New area Super-Users UAT Testers Community of Practice Gold Induction Gold Wiki 9 Target ratio 1 Gold member:10 new users

10 25 Apr - 1 May 9-15 May May 6-12 Jun Jun 4-10 Jul Jul 1-7 Aug Aug 29 Aug - 4 Sep Sep 26 Sep - 2 Oct Apr Mar 28 Mar - 3 Apr 31 Jan - 6 Feb Feb 28 Feb - 6 Mar Jan Gold only Rollout/adoption strategy "GVP Job Ready" SfP11/12 in prototype Fundamentals of GVP SfP10 in E8 + prototype SfP11/12 Gold + RO + New User prep All users + CanX Planned Adoption Training Benchmarking Usability Evaluation User Acceptance Testing

11 Lessons for successful employee engagement The word on the ground is powerful. There is so much happening I don t have time to read everything. Listen to us. If you do not like our ideas tell us why. Trust that we want the change to work too. Engage at all levels. If my boss believes it, I am more likely to as well. Engage with us early training is not engagement. Tell it as it is. No spin. Innovate! Make it interesting. Integrate change management with us in mind not just your project objectives. 11

12 What has been delivered? Nationally and globally consistent business processes Increased online services for clients Improved underpinning enterprise services Single Client View Security checking Correspondence Biometrics Improved underpinning infrastructure Role Based Portals: Role Based Portals: Compliance Portal Case Management Portal Detention Portal Detention Service Providers Portal Health Assessment Portal Security Referral Service Enterprise Correspondence Portal Client Search Portal Settlement Portal Border Security Portal Central Movement Alert system Revenue Receipting Portal Generic Visa Portal Visa and Citizenship Wizards 12

13 Generic Visa Portal Globally Consistent Business Process Model for Visas Risk tiering Risk tiering Risk ring Risk tiering 13

14 The DIAC transformation journey Transformation (first wave) Reforming (fixing the problems) Transformation (second wave) (global, high performing) Values and culture Stakeholder engagement Business process improvement: Systems for People (SfP) Ambitious policy agenda SfP has provided the foundation for future transformation Global service delivery using modern risk management practices Better services at a lower cost Major increase in use of web as key service delivery channel Leveraging technology opportunities 14

15 Second wave transformation strategy Our transformation strategy ORGANISATION STRUCTURE Policy and Program Management Client Services Business Services Global Managers Visa Simplification and Deregulation Client Services Transformation Business Services Transformation STRATEGIC CHANGES Significantly simplify the visa system to make it easier for clients to understand and to reduce program implementation costs Use risk management and technology to deliver major integrity, client service, responsiveness and efficiency reforms Adopt a shared service model for business support services to reduce costs and strengthen risk management capability CAPABILITIES ebusiness C1 Service Centres C2 Service Delivery Partners C3 Generic Visa Portal C4 Risk Analysis C5 <Add change management component> Change Management 15

16 Future volume of activities Pre / post Lodgement enquiries migrated to Service Centres State & Territory Offices / Posts All applications processed in e- format, with centralisation for scale Risk-tiering of cases - Lower risk products / cases processed onshore - Higher risk products / cases processed offshore Second wave client services transformation strategy Lodgements migrated to Service Delivery Partners Pre / Post Lodgement enquiries migrated from State & Territory Offices / Posts to Self Help Channels Service Centre Handles inbound & outbound calls, web, , text and IVR Well trained generalists handle 80% of all enquiries, specialists for the remainder Expanded enquiry role to include preand post lodgement plus e-channel support Oral lodgement and decision Client at the centre Service Delivery Partners DIAC footprint expanded onshore & offshore via SDPs Clients to lodge paper applications at SDPs SDPs perform a range of services e.g. - Convert applications to e-format - Biometric capture / scanning - Citizenship testing Pre / post lodgement enquiries migrated to self help channels Electronic, self-help channels e-lodgement capability for all products Redesigned website to improve ease of use Expanded self-help tools (client account, application status etc.) Paper lodgements migrated to e-lodgement tools Strategy focus on migrating appropriate activity to lower cost channels 16

17 17 Risk based approach

18 Second wave new business operating model Better for Australia Better border management Better travel facilitation (for the right people) Agility to meet government requirements Better for our business Increased decision integrity and accuracy Reduced processing costs Reduced overhead costs Better for our clients More and improved channel options Easier product selection Faster, more effective service 18

19 Change in DIAC the journey continues 19