Border technology strategy. Chair: Mike Milford, First Assistant Secretary, Major Capability Division

Transcription

1 Border technology strategy Chair: Mike Milford, First Assistant Secretary, Major Capability Division

2 Session outline Using technology to improve how we manage the flow of people and goods and identify threats to the border. 2

3 Panel members (day one) Mike Milford First Assistant Secretary Major Capability Division Gavin McCairns First Assistant Secretary Identity and Biometrics Division Sheldon Thompson Royal Caribbean Cruises 3

4 Panel members (day two) Randall Brugeaud Chief Information Officer Gavin McCairns First Assistant Secretary Identity and Biometrics Division Sheldon Thompson Royal Caribbean Cruises 4

5 DIBP operating environment Our mission is to protect Australia s border and manage the movement of people and goods across it. We contribute to the achievement of three principal government outcomes strong national security a strong economy a prosperous and cohesive society. Our vision is that we are Australia s trusted global gateway. This means we will be the conduit through which legitimate travellers, migrants and potential citizens, as well as legitimate goods, can freely pass, and we must be able to firmly and quickly shut that gate against those who would do Australia harm. 5

6 Scale of our operations We have almost 14,000 people working in more than 60 offices in more than 50 countries. In , we: granted more than 7 million permanent and temporary visas, including more than 13,000 humanitarian and temporary protection visas cleared approximately 35 million air and sea passengers, 38% by automated systems conferred Australian citizenship on more than 136,000 people made more than 30,000 drug detections inspected more than 60 million mail items. To effectively manage predicted growth, we need to understand the environment in which we operate and adjust in an agile way. 6

7 Journey and our response Border pressures Significant increases in trade and travel, more complex cargo supply chains and travel routes. Sophisticated serious and organised crime. Officer integrity issues. Historical decline in funding and staffing. Blueprint for Integration 1.0 Sets out the vision of the agencies to support the protection of Australia s border and foster lawful trade and travel. Business case prepared and agreed by Government. Integration and Reform 2.0 On 1 July 2015, the Department of Immigration and Border Protection and the Australian Customs and Border Protection Service integrated and the Australian Border Force was created. 7

8 Strategy 2020 Strategy 2020 provides the strategic direction for the organisation, and a clear vision for our policy, planning and operations. It is framed around four strategic objectives, encompassing the full remit of the Department s responsibilities and activities: Protect Australia Promote responsive migration Advance trade and revenue Lead border innovation 8

9 Strategic responses Strategy 2020 outlines seven strategic responses that underpin the objectives. Treat the border as a continuum rather than a physical boundary Use an intelligence-led, risk-based approach to strategic decision making and operations Maintain our standing and influence as a world leader in our field Pursue collaborative partnerships to achieve our outcomes Be credible and consistent in our approach to client service and provide a seamless experience Be an agile and innovative organisation with the capability to meet current and future challenges Embody a culture of professionalism and unwavering integrity 9

10 Our change agenda We have close to 300 projects totalling over $1B to the end of 2018/19. Visa and Citizenship Border Clearance Compliance and Enforcement Digital Our project portfolio has been organised into seven sub-programmes, that define delivery accountabilities. Identity and Biometrics Risk, Intelligence and Information Process & Case Management Two enterprise domains have been established that are focused on cross-domain coordination. Technology and Enabling Workforce and Corporate Sub-Programmes Enterprise domains 10

11 Officer enablement 11

12 Traveller automation 12

13 Mail environment 13

14 Digital programme 14

15 Advance analytics 15

16 Operational technologies 16

17 Questions What are some of the proven commercial information and technology capabilities that might be directly transferable to our environment? How can industry help us think about automation at the border while effectively managing risk? What industry models might be relevant to the DIBP in thinking about trusted traveller or trader at seaports? If industry could change one thing about the way the DIBP does its business, what would that be? Who does this really well? How do we connect with them? 17