Migration Institute of Australia Strategic Plan

Transcription

1 Migration Institute of Australia Strategic Plan

2 Copyright Our vision Our vision is for a society where migration to Australia is valued and the professionalism of MIA members is recognised by all stakeholders. Our mission As the peak body for Registered Migration Agents, the Migration Institute of Australia educates and supports members to best serve their clients by maintaining the highest standards of professionalism and integrity.

3 Foreword With the Strategic Plan near completion, the Board of Directors initiated a fresh round of strategic planning in early 2013, slightly ahead of schedule. This plan is the result of that effort which engaged directors in an intensive face-to-face meeting, facilitated by THINK: Insight & Advice. As in 2011, the Board drew upon a number of sources for input - an analysis of the economic and political forces driving migration law and practice, the results of the 2013 Member Survey and the expert input of directors. However, this session also included an assessment of performance over the past three years across a number of areas including membership, continuing professional development, advocacy and the financial position of the MIA. The pre-work clearly paid off. By studying the trends, the Board was better able to spot the challenges and opportunities which lie ahead. While a vision statement for the MIA was included in the Strategic Plan, a mission statement was added this time. It is a succinct description of what we are trying to do through the MIA to improve the business and employment prospects of our members. In it, we unabashedly claim a leadership position within the profession for the promotion and adoption of the highest standards of professionalism and integrity. Not content to simply satisfy the minimum standards required by the regulator, we have proposed several initiatives which exceed those requirements. Our intention is to ensure that our members lead and exceed the expectations of our clients, employers and the regulator alike. As the peak body for RMAs in Australia, we are in a unique position to do so. Not surprisingly, we kick-off this new three-year strategic plan with a commitment to enhancing the professionalism of MIA members. From there, we map out how we will use our education programs to promote excellence, how we intend to support our members through the whole of their careers, inform the public debate on migration policy with fact-based, fair-minded commentary and how we propose to secure the long-term financial viability of the MIA. In each thematic area, we demonstrate how the initiatives we propose help us fulfil our mission and achieve our vision. All in all, it is a plan for excellence and sustainability. We hope that you will join us in making this plan a reality. Building on our accomplishments of the past, we can seize the future with confidence. Angela Chan, AFMIA National President Maurene Horder Chief Executive Officer

4 1. Enhancing the professionalism of MIA members Link with vision and mission: Professionalism is at the heart of the MIA s new mission. We boldly state that we are in business to support our members in maintaining the highest standards of professionalism and integrity. However, professionalism is not simply an end unto itself: it is a way of providing greater assurance to our members clients that they have made the best choice when they choose an MIA member RMA; it is a way of showing the regulator that the MIA is well-qualified to teach at the highest echelons of migration law and practice and it is way of signalling to overseas migration agents that the MIA is the home of quality advice and practice in Australia. It is through these actions that the MIA will ensure its vision is accomplished to have the professionalism of MIA members recognised by all stakeholders. While professionalism may be a vague concept, the MIA has concrete plans to make it evident in all we do. 1.1 Communicate the MIA s commitment to quality, professionalism and integrity 1.2 Implement a robust risk management framework for the profession to protect members and consumers 1.3 Meet and exceed the quality standards required by the regulator and expected by members 1.4 Further assert the MIA s pre-eminent position as the peak body for the migration advice profession in Australia 1.5 Lead the promotion of ethical practise within the profession Craft a communications strategy to ensure that the principles expressed in the mission statement are integrated into all MIA communications. Develop and lodge an application to the Professional Standards Council for approval into their Cover of Excellence Scheme for Associations to limit the occupational liability of members and to provide greater customer assurance. Seek quality certification of the MIA s Continuing Professional Development Program through recognition as a Registered Training Organisation. Enter into discussions with the Department of Immigration and Citizenship (DIAC) with a view to becoming recognised as the assessing authority for overseas applicants seeking to work in the migration advice field (i.e. offshore agents, paralegals). As part of broader discussions about the roles of the regulator and the MIA in serving the needs of RMAs, discuss the possibility of the MIA assuming responsibility for the promotion and distribution of the Ethics Toolkit. Q2 15 Q1 14 Q Secure recognition of the advanced standing of MIA practitioners Negotiate with the OMARA and DIAC recognition of the superior experience and qualifications of MIA s Fellows and Associate Fellows Q3 13

5 2. Promoting excellence in RMA education Link with vision and mission: It is through education and continuing professional development that the MIA helps its members best serve their clients. There is a recognition that price is but one of many considerations when the goal is true excellence. Looking at the whole-of-career needs of RMAs, it quickly becomes apparent that quality offerings taught by highly skilled specialists can differentiate the MIA s educational programs and that these niche courses will suit more experienced practitioners who are looking to not only keep current but to expand the limits of their practise. As part of promoting excellence in education there is also a proposal to incentivise and reward those members who regularly exceed the minimum CPD requirements each year. 2.1 Encourage and reward members who pursue the highest standards of continuing education through the MIA s CPD program 2.2 Extend the range and quality of CPD programs to MIA members 2.3 Promote a path to excellence through CPD curricula 2.4 Assist members to pursue a path to excellence through CPD curricula Create and promote a loyalty program for members who exceed their minimum CPD requirements by offering them incentives to pursue further educational opportunities Develop and strengthen alliances and partnerships with other credible CPD providers to assist members in identifying quality CPD programs Establish a curricula working group to identify the linkages between discrete CPD program elements to assist members in structuring their optimum course of study Utilise new technologies to assist members to match quality CPD offerings with their needs Q3 13 Q1 15 Q1 14 Q Ensure MIA members are at the forefront of legislative and policy changes impacting migration Broaden the range and type of Mandatory CPD courses recognised by the OMARA Q Build the reputation of the ACMER as a centre for excellence in RMA education Position ACMER as a leading provider and examining authority in immigration law and practice education Q4 15

6 3. Supporting MIA members to best serve their clients Link with vision and mission: Beyond education, the MIA supports members to best serve their clients through myriad programs and services. However, there is recognition that in order to tailor its services, the MIA needs to periodically sound out the membership on their existing and emerging challenges. By continually anticipating and meeting the needs of members as they evolve throughout their career, it is hoped that the MIA will demonstrate value for membership dollar time and time again. 3.1 Ensure the MIA understands the existing and emerging needs of RMAs for support Generate insights into member needs through a program of qualitative research Q Better target MIA services to meet the needs and preferences of individual and corporate members 3.3 Review current services to ensure members needs are being met Undertake an analysis of the member database to identify groups according to shared needs, interests and preferences Undertake a review of Practice Support Services including consideration of external appointments and capacity issues Q4 13 Q Grow and renew the MIA membership Place a renewed focus on categories of new members and recruitment among new entrants and former members Q Develop a whole-of-career approach to supporting RMA professionalism 3.6 Reduce cost barriers to professionalisation for recent graduates Map RMA career progression with a view to identifying how the MIA can meet the evolving needs of members at each career stage Examine how the total cost burden imposed by OMARA registration fees, CPD requirements and MIA membership fees can be incremented to ease the entry of recent graduates to the profession Q2 14 Q3 14

7 3.7 Continually educate and reinforce the value of a member-based, voluntary peak body for the migration advice profession Better inform members and prospective members about the role and value of a memberbased, voluntary peak body for the migration advice profession Q2 14

8 4. Informing the public debate on migration policy Link with vision and mission: The public debate on the value of immigration to Australia is not yet settled. The MIA can play an important role by offering fact-based, fairminded running commentary on our national discussion of immigration issues. Given MIA members focus on employment-related visa categories, the MIA has an opportunity to establish itself as an authoritative voice on that particular aspect of the debate. 4.1 Increase public appreciation of the value of migration to Australia 4.2 Increase public understanding of the value of the migration advice profession Facilitate research into the social, economic and cultural benefits of migration to Australia Convene a select group to articulate and document the public policy benefit of RMAs, the MIA and MIA advocacy Q Reflect members priorities in MIA advocacy Develop a deliberate advocacy strategy to focus on employment and skill-related migration policy Q Encourage informed public debate on migration law and policy Host neutral, non-partisan forums for debate of migration issues during the 2013 federal election Q3 13

9 5 Secure the long-term financial viability of the MIA Link with mission and vision: The path to professional excellence is a long one. The MIA has been steadily working since 1992 to assist members to professionalise. We are proud of our work in education, in support services and in advocacy over that period of time but our job is not yet done. Indeed, it might never be. To ensure that the professionalism of MIA members is recognised by all stakeholders, the MIA will need to continue to work on many fronts for many years to come. The only way to ensure that the MIA is here to do its important work is to ensure its long-term financial viability. While MIA boards and staff have done a remarkable job to date in maximising revenue and minimising expenses, there is an underlying need to fund our continued growth. This plan proposes several initiatives to do that over the next three years. 5.1 Extract the greatest value from existing sponsorship programmes Investigate new opportunities to direct commissions from sponsors to the MIA to offset the cost burden on members 5.2 Grow and diversify revenue streams Investigate and cultivate new revenue streams including fee-for-service for selected MIA services Q Share cost-burden of programmes with partners and collaborators 5.4 To provide affordable membership fees to MIA members Seek out partnerships and collaborations for shared-cost projects Q4 13 Institute a policy of annual review of the fees 5.5 Effectively manage assets and investments Manage MIA assets and investments to reduce overheads and on-going costs 5.6 Ease cash-flow issues for members in relation to MIA subscriptions Introduce direct deposits and flexible payment options for member fees and other services