Independent Review of HSS Performance Measures and Contract Management Department’s Initial Response Reference Number Recommendation Department’s initial response 1. Immediately update and reassess the risk profiles (including to client experiences and outcomes) relating to each Contract Region and the relevant Provider/s and initiate a proactive dialogue to progressively and jointly address each significant risk, including managing a more realistic approach to the provision of accommodation in specifically nominated Contract Regions. Agreed. The Department will commence work on this recommendation immediately. Implementation is expected to be completed in the medium term. 2. Based on the assessed Service Provider risk profiles, and associated DIAC and Service Provider dialogue, ensure that the Annual Work Plans (AWP) and Risk Management Plans (RMPs) from early to mid 2012 adequately address risks around client experiences and outcomes. Ensure that the AWP and RMP are discussed at the relevant quarterly HSS contract management meeting and that, where appropriate, visibility of issues affecting client experiences and outcomes are raised at LAC meetings. In this instance, ensuring quarterly HSS contract management meetings are scheduled prior to quarterly LAC meetings to facilitate the dissemination of this information. Agreed. The Department will work with HSS Providers to implement this recommendation. Implementation is expected to be completed in the long term. 3. Create and utilise a Provider Risk Profile and performance management database linked to the relevant Provider’s RMP, to assist Contract Managers to work actively and cooperatively with each Provider to achieve improved performance. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the long term. 4. Clarify the purpose and the focus of the quarterly HSS contract management meetings (and necessary follow-up meetings) to ensure that DIAC and the Provider address mutually agreed agendas which address both cooperative (including problem solving of mutual issues) and compliance matters at each meeting. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the short term. 5. Consistent with the Provider Risk Profiles (above) ensure that in selected Regions appropriate senior officers representing the Global Manager or National Office executives either regularly attend such meetings and/or specific purpose issues based follow-up meetings. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the medium term.
Reference Number Recommendation Department’s initial response 36. That the Global Manager role be clarified and enhanced within the HSS program. Priority activities to enhance the Global Manager (CSM) role include:  providing leadership on the ground in client service management and business operations for the HSS program  convening and chairing contract management teleconferences, providing the interface between policy and operations and streamlining communication between the service delivery network and policy staff. Ensuring the agenda and deliberations are visible to the network (minutes with action items and supporting papers, as appropriate, to be circulated within five working days) and to report to the PLG on the outcomes of this process  identifying the effectiveness of settlement services on the ground level and reporting to policy on the strengths and weaknesses of settlement services and the on ground alignment of these services  responsibility for the management, delivery, efficiency and integrity of all HSS operational issues, escalation and instructions  key escalation between the service delivery network and policy areas  providing policy and program management areas with one point of contact to obtain whole-of-program feedback  training and capability development of staff  responsibility for operational resource allocation  consultation for any policy changes by the Policy and Program Management Group. Agreed in-principle. The Department will further examine this recommendation as part of an assessment of its overall organisational strategy. 37. That, consistent with the above role and activities of the Global Manager within the proposed realigned structure, the roles of First Assistant Secretary (CSM) and Assistant Secretary (Refugee Support Branch) be focussed (in the case of the First Assistant Secretary) on overall program leadership, coordination and integration of settlement service delivery, and facilitation of improved Provider and stakeholder relations. In addition, overall responsibility and accountability for progress in achieving the HSS program improvements sought from the Review’s recommendations and other related initiatives. In the case of the Assistant Secretary, the focus is on a stronger policy, strategy and business development role. Agreed in-principle. The Department will further examine this recommendation as part of an assessment of its overall organisational strategy.
Reference Number Recommendation Department’s initial response 38. In line with the above, the Refugee Support Branch more actively develop key policies with a particular initial focus on the key areas of:  Accommodation management and policy  Models and/or forms of STA  Changes in client cohort and impact on program  Regional settlement policy  Enhancing HSS referral process  Secondary movement and transfer arrangements  Transits and reception arrangements, and  Effective client exit processes. Agreed. The Department will work with HSS Providers to implement this recommendation. Implementation is expected to be completed in the long term. 39. That a section be established within Refugee Support Branch to implement the recommendations of this Review, and consider and coordinate responses to the recommendations in the various audits resulting from the & Young Report. The Director of this team should report to the Assistant Secretary (Refugee Support Branch). Agreed. Complete – a Taskforce has been established within Refugee Support Branch to implement the recommendations of this Review. 40. That the PLG chaired by the Assistant Secretary (CSM) has a greater focus on HSS to actively address policy and operations, QA, issues management, exception reporting and escalation and ensure its agenda and deliberations are visible to the network (minutes, with action items and supporting papers, as appropriate, circulated within five working days, etc). Also regular monitoring of the implementation of the Review’s recommendations and related initiatives. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the short term. 41. That an improved data analysis, and business strategy development capability, in and around the HSS, consistent with settlement-wide data, be established to support overall program management capacity and in particular the functions of the PLG and key executives such as the First Assistant Secretary (CSM), Global Manager (CSM) and the Assistant Secretary (Refugee Support Branch). Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the long term. 42. That business planning remains robust in regard to initiatives that are aligned to the HSS program – such as initiatives with Unaccompanied Humanitarian Minors (UHM) – in particular given the structural changes in the organisation that resulted in these program areas being located in another area of DIAC. With the structural changes, conscious effort will need to be made to ensure necessary ongoing dialogue. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the short term.
Reference Number Recommendation Department’s initial response 65. As an initial priority, develop an effective HSS program level risk framework which is sensitive to client experiences/outcomes, Provider capabilities and performance, and locational issues. Linked to the above, develop a revised Risk Management Framework which addresses the following key elements: Client Experience and Outcomes  Quality of DIAC referrals and placements which significantly compromise initial Provider and client contact and relationships (e.g. health data).  Premature client exit from a range of HSS program activities particularly in relation to specific cohorts (e.g. single males).  Significant lack of understanding and/or initial response by clients to case management concept application and specific initiatives designed to assist clients.  Identification of need and subsequent quality and appropriateness of HSS referrals to CCS.  Quality of HSS exit processes particularly effectiveness and quality of referrals to programs such as those under SGP and risk of exit to homelessness. Accommodation  Significant divergence between DIAC, Provider, client and stakeholder expectations around housing quality and cost.  Unrealistic expectations about affordability in terms of rent/income ratio in tight housing markets.  Quality of tenancy training and behaviour of clients as tenants in rental accommodation.  Distortion of longer term accommodation expectations as a result of particular models applied by Providers (e.g. temporary accommodation through community housing providers)  Quality of day to day maintenance and repairs and associated client/provider relationships. Relationship Management  Quality and clarity between HSS and other settlement providers around roles, responsibilities and expectations.  Quality and effectiveness of the LAC process in addressing local issues and resolving and agreeing to relationship protocols.  Identification and impact on HSS effectiveness of specific supporting service delivery outside HSS e.g. mental health services. Agreed. The Department will work towards implementing this recommendation. Implementation is expected to be completed in the medium term.