Service Improvement Plan 2018-2020 -...
Transcript of Service Improvement Plan 2018-2020 -...
1
Service Improvement Plan 2018-2020 Irish Naturalisation and Immigration Service
2
Document version control
Version Update Author Date
2.0 Final version for publication INIS Change
Management Unit
- Neil Ward and
Richael Duffy
October 2018
3
Table of contents
Foreword .............................................................................................................................. 5
1. Introduction ...................................................................................................................... 6
1.1. Background ............................................................................................................ 6
1.1.1. INIS Service Delivery Strategy ............................................................................ 7
1.1.2. Developments in Public Sector Service Design ................................................... 8
1.1.3. INIS Senior Management Forum ......................................................................... 9
1.1.4. OnePlan 2018 ..................................................................................................... 9
1.1.5. 2018 INIS Business Plan ................................................................................... 10
1.1.6. INIS Service Improvement Drive ....................................................................... 14
1.1.7. Additional inputs of note .................................................................................... 16
1.2 Pillars .................................................................................................................... 17
1.3 Responsibilities ..................................................................................................... 17
1.4 Structure of the report ........................................................................................... 18
2. Pillars, Objectives and Actions .................................................................................... 19
Pillar 1 Our mission, purpose and legislative context ..................................................... 20
Pillar 2 A safe and secure immigration system ............................................................... 26
Pillar 3 Efficient and effective service delivery ................................................................ 31
4
Pillar 4 Service design based on customer needs .......................................................... 40
Pillar 5 Investing resources to deliver change ................................................................ 47
3. Implementation, Monitoring and Review ........................................................................ 53
3.1 Risk Assessment .................................................................................................. 53
3.2 Monitoring and Reporting ..................................................................................... 53
3.3 Governance .......................................................................................................... 54
Appendix 1 – INIS Senior Management Forum – Key discussion points ........................... 60
Appendix 2 – Refreshed INIS Service Delivery Strategy ................................................... 61
Appendix 3 – Culture and Values Charter .......................................................................... 62
Appendix 4 – Commitments from the Programme for a Partnership Government ............. 65
Appendix 5 – Service Improvement Plan 2018-2020 High level Risk Register .................. 66
References ........................................................................................................................ 69
List of Acronyms ................................................................................................................ 70
5
Foreword
The Irish Naturalisation and Immigration Service (INIS) has grown considerably in scale and
scope since it was established in 2005. INIS now comprises approximately one third of all
staff in the Department of Justice and Equality, and we process over 250,000 applications
a year – for visas, registration of non-EEA nationals, residence permissions, international
protection and citizenship. In addition, up to 16 million passengers are expected to be
immigrated by INIS through Dublin Airport.
It is clear to all of us working in immigration services that the demands we will face are likely
to continue to grow over the coming years. Meeting those demands requires that we seek
to deliver our services in different ways, and not just ask our staff to work harder. In a rapidly
changing international context, we must also become a more nimble organisation, and one
which focusses on delivering high quality services to all of our customers.
This Service Improvement Plan sets out our plans to achieve all of this between now and
the end of 2020. Every business area within INIS has been involved in its development, and
I appreciate the efforts involved by all of our teams. The plan has also benefitted from inputs
from members of the Management Board, and from staff in other business areas across the
Department of Justice and Equality. The assistance of the National Adult Literacy Agency
(NALA) was also valuable in carrying out a plain language edit of this document, to make
sure that this document will be accessible to all staff and stakeholders.
This Service Improvement Plan is ambitious in scope. But it is also realistic – these actions
can be delivered within the timeframes set out here, and a strong Programme Board will be
established to make sure that is the case. Detailed Annual Implementation Plans will ensure
that we are all held to account for the commitments we are making in this plan. It’s an exciting
time to be working in INIS, and in the Department more broadly – I have no doubt that this
plan will evolve as we meet these and fresh challenges in the years ahead.
Michael Kirrane
Director General
Irish Naturalisation and Immigration Service
6
1. Introduction
This plan sets out the strategic priorities, objectives and actions for the Irish Naturalisation
and Immigration Service (INIS) to improve our services over the period 2018-2020. It takes
account of the available funding, ongoing projects and what can be delivered by realistic
and achievable objectives to improve the efficiency and effectiveness of the services
provided. The plan promotes the principle of designing our services around our customers’
needs. It draws on the work completed as part of the Service Delivery Strategy for INIS and
the objectives and actions are consistent with the priorities of the 2018 INIS Business Plan
and OnePlan2018 as well as the broader Public Sector reform agenda.
1.1. Background
In 2017 INIS processed almost 214,000 applications across the various business areas,
completed 75,000 registrations in the Burgh Quay Registration Office and processed 15
million inbound passengers at Dublin Airport. Registrations increased by 15% and traffic
through Dublin Airport increased by 20%.
The current arrangements for service delivery rely on a number of information and
communication technology (ICT) systems that have limited interoperability, and our
processes are heavily dependent on paper-based processing.
In the absence of an organisation-wide review of processes and investment in technology
to introduce efficiencies, we would need to keep increasing our staff numbers as demand
for our services continues to grow. This is not sustainable. In addition, there is a growing
need to develop or replace current infrastructure.
As we look to the future, our current approaches to service delivery will become ever more
challenging. The quality of service we provide would reduce, while the capacity of our staff
would be outstripped by the demands placed upon them.
We already have a number of projects underway which are aimed at improving our services,
and this plan has been informed by significant preparatory work which has been carried out
within INIS over the last 18 months. These and other inputs are summarised below.
7
1.1.1. INIS Service Delivery Strategy
In February 2017, the INIS senior management team agreed a medium-term service delivery
strategy for immigration services. This work has recently been refreshed, and the updated
version is available at Appendix 2.
The key observations of the current landscape within INIS outlined in that document are:
The IT systems are complex and do not share information efficiently. There are three
process models supported across five IT platforms with minimal interoperability. This
makes it difficult to gather all the information needed to create a full profile of an
individual. It is also an expensive model to maintain, driving inefficiencies and
complicating governance.
The role of INIS has extended to encompass Border Management and Registration
services exacerbating existing challenges. The IT system that supports these
services, GNIB-IS, is outdated. Support for the operating system has not been
available since 2008.
INIS’ ability to respond speedily to legislative, policy and security change agendas is
hampered by the complexity and ownership of the current IT systems landscape and
its capability to deliver requirements.
As demand for INIS services continues to grow low levels of investment in digital and
self-service technologies continues to contribute to an inefficient use of resources,
poor customer service and lengthy processing times.
Limited focus on data quality standards and controls has led to trust issues with the
current data set, which is compounded by high volumes of paper handling and paper
file management.
Access to information to underpin decision making and to validate a person’s identity
can be incomplete, inaccurate, or inaccessible. This leads to lengthy processing
times and inconsistent decision making, exposing INIS to external threats.
Gap between the demand for service support hours and the supply model. This is the
case with the visa process globally and at ports of entry where the need is for a 24-
hour support service, 365 days a year.
From these observations, and from efforts to position the organisation with regard to the
8
future landscape, the Service Delivery Strategy focussed on three main recommendations:
1. Invest in up-to-date technologies
This investment would introduce efficiencies, whilst at the same time eliminate barriers to
confident, consistent and compliant decision-making practices, with an approach that
aligns to the Public Service Reform and ICT Strategies.
2. Review the current immigration processes
Such a review should examine processes from start to finish. This includes examining all
parts – that is, applications, border procedures and registrations. The review should be
conducted with the service user in mind and make design decisions that balance user
needs and the rules laid down by the legislative and security focused environment within
which INIS operates
3. Build change management policy and procedures
These should be built into the organisation structure & governance model, and equip the
team with methodologies, tools & skills to support strategic business change initiatives.
Start initially with a centre of excellence and over time, infuse change management
competencies across the organisation
While the Service Delivery Strategy outlines a high-level road-map for delivering these
recommendations, it stops short of meeting the level of detail required. It has, therefore,
been used as an input only to this Service Improvement Plan, and is superseded by the
actions outlined within this plan.
1.1.2. Developments in Public Sector Service Design
Service design is an increasingly important approach to improving public services by
streamlining processes and ensuring better customer experiences. A vital element of
Service Design is engaging with Service Users during the Service Design Process. The
Department of Public Expenditure and Reform has provided access to a toolkit on Service
Design Methodologies on its website.
On 12 January 2018, senior managers from across the Justice and Equality sector gathered
9
at Dublin Castle for a Senior Management Conference.
The event focussed on developments in technology, on innovation through people and
design, and on designing services to meet user needs. During this event, the progress made
by bodies such as Cork County Council to enhance service delivery was outlined. This
triggered much subsequent debate about how services in the immigration sector might be
improved.
In addressing the Conference, the Acting Secretary General noted that “designing our
services in a targeted way - preferably in partnership with the customer - can solve complex
problems, help us to respond to ever-increasing demands and meet the legitimate public
expectations for greater efficiencies in the delivery of services”, and this is an idea which
has been explored further within INIS over the last three months.
1.1.3. INIS Senior Management Forum
On 19 January 2018, senior managers from across the immigration sector (INIS, but also
IPAT, RIA, IRPP) gathered for a Senior Management Forum.
This event was the first such event to have been planned within the immigration services
over recent years. It particularly focused on the two strategic goals within the Department
Statement of Strategy for which INIS has responsibility:
A Fair and Balanced Immigration and Protection Regime, and
Developing our people, culture, systems and processes
Within the framework of these goals, participants were asked to identify areas of
organisational focus for the coming year.
Some of the main points which emerged during these discussions are included at Appendix
1.
1.1.4. OnePlan 2018
The 2018 OnePlan was published in March 2018, and sets out the following strategic actions
to be advanced by INIS during 2018:
10
OnePlan ID Strategic action
3.1.4.4 We will develop the necessary technical and legal infrastructure to
implement the PNR Directive and give effect to other EU measures
concerning police cooperation (Phase 2).
3.4.1.2 We will ensure full implementation of Ireland’s opt-in to the EU Reception
of Asylum Seekers (recast) Directive, including the right to seek work.
3.4.3.2 We will enhance Border Security including working with UK on further
enhancing security of the CTA (Phase 2).
3.4.3.3 In conjunction with D/FAT, we will carry out a review of worldwide visa
service and commence implementation of the subsequent
recommendations.
3.4.4.3 We will transfer Registration Functions from AGS to INIS.
3.4.4.4 We will implement Process Changes to the service to improve its
productivity, quality and customer service such as delivery of online
services and improvements to data infrastructure and quality including
ICT supports for priority business objectives.
3.4.5.1 With regard to implementing EU regulations, we will ensure a stringent
and effective approach to speedily refusing bogus applications and
facilitating removal from the State. We will increase cooperation with UK
in cracking down on the increasing numbers of bogus asylum seekers
applying for unmerited asylum status following expiry of their UK Visa.
3.4.5.2 We will implement the new enforcement and deportation provisions in the
recently enacted International Protection Act 2015 to get tougher on
abuses of our migration system.
1.1.5. 2018 INIS Business Plan
The senior management team agreed the 2018 INIS Business Plan in March 2018. It
captures all of the strategic actions outlined in the OnePlan, as well as a number of other
priorities for INIS. These are captured within seven core objectives for INIS during 2018,
and are outlined below.
11
Objectives: Actions to achieve these
1. Efficient processing
of all immigration
cases
- Implement and review operational procedures for the single
application procedure with priority being given to case
processing and to reduce legacy cases on hands.
- Implementation of administrative Right to Work scheme in line
with judgment regarding the right to work for those in the
protection process.
- Opt-in to the EU (recast) Reception Conditions Directive
- Implement the Irish Refugee Protection Programme including
operational aspects in the International Protection Office.
- Process a broad range of applications for immigration status
- Process cases for persons who have no right to remain in the
State in accordance with national law. Manage voluntary
returns and enforced removals as a last resort.
- Process a broad range of visa categories with volumes
expected to exceed 120,000 in 2018.
2. Brexit and
protecting the
Common Travel Area
- Continue to develop BREXIT strategy in relation to the CTA.
- Work with the UK through the Common Travel Area Forum
(CTAF) on the ongoing operation of the Common Travel
Area.
- Liaise with GNIB on periodic operations to protect the CTA.
- Further enhance the security of the Common Travel Area.
- Evaluate and agree the further rollout of the British Irish Visa
Scheme (BIVS) with UK partners.
3. Responsive Policy
Formation, including
EU Matters
- Administer and monitor schemes for encouragement of
entrepreneurs, business investments and other opportunities
to encourage new business opportunities and inward
investment in Ireland.
- Administer the Immigrant Investor Programme, and chair the
Investor Programme Steering Committee.
12
- Maintain monitoring role of international student regime.
- Analyse legislation for future immigration needs
- Implement new schemes approved by Minister and
Government, including the FRHAP, as well as changes
needed to respond to court judgments.
- Commence the implementation of online applications starting
with a pilot scheme in Q2, for new schemes as they come on-
stream, and on a phased basis for other schemes.
4. Border
Management and
Security
- Continued rigorous control of Ireland’s borders.
- Advance the operation of Electronic gates at Dublin Airport.
- Establish the Irish Passenger Information Unit in line with EU
decision and forthcoming legislation
- Establish passenger data processing and analysis facility and
contribute to the introduction of PNR project.
- Work with the US authorities on immigration related aspects
of US Visa Waiver Programme.
- Further utilise technology to enhance border security
including though watchlists, access to case management
systems and interfaces to EU based systems.
- Civilian Immigration Officers at DAP: review staffing and
operational model to include conditions of service and powers
of civilian IOs.
- Conduct survey of requirements for the deployment of civilian
immigration control model to other airports/ports
5. An Ambitious
Reform Programme
- Maintain and enhance cooperation with other State agencies
to ensure a more cohesive approach to immigration/protection
related matters and to ensure needs and rights of immigrants
are met and respected and that the immigration system
reflects wider public policy priorities.
- Finalise and implement an INIS Service Delivery Strategy
2018-2020
13
- Consider the possibility of combining the new IRP card with
the Public Service Card
- Integration of re-entry visa and registration functions
- Commence the process of transferring responsibility for
registration of non-nationals who reside outside Dublin from
GNIB to INIS.
- Under 16 year olds to be brought into the registration system,
commencing with 14-16 year olds.
- Implement a series of reforms to the visa regime.
- In conjunction with DFAT, carry out review of worldwide visa
service delivery and commence implementation of the
review.
6. Robust response to
legal action
- Actively manage and monitor cases in the Judicial Review
process to ensure that appropriate decisions are taken and,
where appropriate, procedures are revised to take account of
Court judgements.
- Examine the process to identify efficiencies and continue to
work with other agencies of the State in reforming the JR
process and addressing the backlog of cases on the Courts
Asylum list.
7. Corporate
functions that support
our work
- Work with Human Resources Division to ensure that
sufficient resources are available to deliver key services.
- Continue to provide training programmes for continuous
professional development.
- Ensure the PMDS process is implemented for all staff.
- Implement new technologies to improve service delivery to
customers including new on-line self service capabilities.
- Enhanced INIS communications through website and all
communication channels
- Provide research and statistical information for national, EU
and local management as required.
14
- Operate effective business planning in INIS
1.1.6. INIS Service Improvement Drive
Following on from the INIS Senior Management Forum (see 1.2 above), the Director General
initiated an exercise at the end of January 2018 to identify opportunities for streamlining of
processes and procedures.
That exercise resulted in the submission of 76 suggestions for potential process
improvements, with about half of these identified as possible ‘quick-wins’ to be achieved
within the next 18 months or so. These areas on which rapid progress might be made are
summarised in the following five potential areas of focus.
Area 1: Restructuring of INIS business areas, to include:
- Re-organisation of Repatriation Case Processing to form a Case Processing
Support Unit and five focused case processing teams
- Introduce a triaging system for visa applications
- Outsource photocopying within the IPO
- Creation of specialised teams within the LSSU
- Set up a centralised investigation and liaison unit for all INIS
- Set up a centralised Training Unit
- The EU Funds Unit to take over the management of the returns aspect of the
AIMF
- Create a new Communications Unit from within existing resources, incorporating
Oireachtas Mail, Website, PQ and Policy Coordination teams.
- Regular staff mobility within the INIS.
Area 2: Policy/process changes to improve efficiency:
- Domestic schemes – rationalisation of certain schemes or phasing out of certain
schemes
- Moderation of threshold for granting permission to remain (PTR) in illegal cases
15
- Carry out a review of the Immigrant Investment Programme.
- Clear and streamlined policy on accounting processes for Travel Docs
- Postal renewal for low-risk customers, such as students on a multi-year degree
course
- Providing for the granting of 3-year permissions for cases under 3(6) leading to
granting of permission to remain as well as the consideration of applications for
renewal of permission to remain from persons previously granted status.
- EUTR In Country & Domestic Schemes – improve the approach to investigation
of immigration abuses.
- Process clarity on the read-across between EUTR and Domestic Scheme
permissions granted under s.4(1) of the 2004 Act
- Review the documentation requirements for the various categories of visas.
- More efficient structuring of the removal process.
- Checking of passports and other ID documents be introduced at initial registration
and at other strategic stages throughout a person’s interaction with immigration.
Area 3 ICT developments, including:
- Clear guidelines for all of INIS to reflect on AISIP whether an applicant has a
passport
- Procurement of new appointment and queue management system for the
Registration Office and re-entry visas
- Enhanced automation of invoicing for legal panel members
- Move away from reliance on paper based manual staff processing to decision
making supported by technological advancements
- Enhance IT technology in the IPO to support a more streamlined business
process.
16
Area 4: Consolidation of legal expertise:
- Repatriation to co-operate with the IPO on a proposed new open competition to
recruit new Panel Members, and to consider the appropriate fee level for Panel
Members
- Legal actions in Citizenship cases to be centralised in the existing LSSU
- EUTR In Country & Domestic Schemes - streamline efforts in relation to legal
challenges.
Area 5: Review of all INIS forms with a view to:
- Increase accessibility of language
- Streamline processes
- Improve data quality
- Ensure GDPR compliance
- Prepare for move to online forms
1.1.7. Additional inputs of note
While the series of inputs outlined above is considerable, and highlights the complexity of
the landscape, this is not an exhaustive set of inputs. In devising this Service Improvement
Plan, we have also taken the following into account:
Relevant departmental and public sector policies like our Culture and Values Charter.
(See Appendix 3.)
The recommendations included in Our Public Service 2020, including any new
supports for innovation that are made available.
The Department HR Strategy.
The commitments relating to immigration from the Programme for a Partnership
Government (see Appendix 4).
Reports from the Effectiveness and Renewal Group (ERG).
17
We intend to monitor the progress of change and impact of the Plan through:
Annual implementation plans which also incorporate actions emerging from future
sectoral developments. (see Section 3 of this document); and
1.2 Pillars
The following five pillars have been selected to help shape the specific actions to be carried
out by INIS by the end of 2020.
Pillar 1 - Our mission, purpose and legislative context
Pillar 2 - Maintaining a safe and secure immigration system
Pillar 3 – Efficient and effective service delivery
Pillar 4 – Services designed based on customer needs
Pillar 5 – Investing resources in delivering change
1.3 Responsibilities
INIS Director General
The Director General of the Irish Naturalisation and Immigration Service is the programme
sponsor for this Service Improvement Plan. He will chair the Programme Board, which will
meet quarterly and include all members of the INIS Senior Management Team as well as
representatives from HR and ICT Divisions of the Department of Justice and Equality.
Programme Board
The Programme Board will communicate strategic direction and ensure consistency of
programme with overall strategy. It will also manage critical risks and issues, review
programme milestones, and be consulted on all major decisions.
18
Change Management Unit
The INIS Change Management Unit (CMU), alongside all Project Managers throughout the
organisation, will serve as the Programme Team. This team will meet fortnightly to plan and
manage the execution of all aspects of the Service Improvement Plan.
Individual business responsibilities
Individual business responsibilities for each of the actions contained within this plan are
outlined in Section 2. Greater detail on implementation and governance structures and roles
are provided at Sections 3.
1.4 Structure of the report
The remainder of this document is structured as follows:
Section 2: Objectives
Section 3: Implementation, Monitoring and Review
Appendix 1: INIS Senior Management Forum – Key Points
Appendix 2: Refreshed INIS Service Delivery Strategy
Appendix 3: Culture and Values Charter
Appendix 4: Commitments from the Programme for a Partnership Government
References
19
2. Pillars, Objectives and Actions
The following five pillars have been selected to help shape the specific actions to be
progressed by INIS over the coming three years.
Pillar 1 - Our mission, purpose and legislative context
Pillar 2 - Maintaining a safe and secure immigration system
Pillar 3 – Efficient and effective service delivery
Pillar 4 – Services designed based on customer needs
Pillar 5 – Investing resources in delivering change
All timelines in the tables below, apart from those projects already underway, are indicative
at this stage and will be settled during the preparation of the annual implementation plan
each year. Detailed annual implementation plans will be devised by the Programme Team
for approval by the Programme Board. Where resources might constrain our ability to deliver
upon any action, this will be clearly called out.
20
Pillar 1 Our mission, purpose and legislative context
The current mission statement was prepared when INIS was established in 2005. Over
recent years, the role of the organisation has expanded.
Firstly, INIS took responsibility (from the Department of Foreign Affairs and Trade) for visa
processing. More recently, the registration of non-EEA nationals and border control at
Dublin Airport were civilianised and came within the remit of INIS. The enactment of the
International Protection Act saw the International Protection Office become part of INIS,
while the Irish Passenger Information Unit has been established as part of INIS in 2018
Review of mission and culture needed
Given these significant changes to the landscape in which we operate, it would therefore be
useful to consider a review of our current mission. We intend to carry out a review and
refresh of the INIS mission statement to be completed by Q1 2019. This will involve a deep
consultation with our own staff, stakeholders and customers.
Organisational culture can impact strongly on organisational performance. Action 18 of Our
Public Service 2020 encourages public sector organisations to undertake an asses their
culture and to follow up on areas that need improvement. We intend to carry out an
assessment of INIS culture and to prepare an action plan to assist in embedding the values
set out in the Department of Justice and Equality Culture and Values charter within INIS.
Legislation and the wider context
The legislation which underpins the immigration sector in Ireland impacts considerably on
our work. While the legislation relating to international protection was comprehensively
reformed through the International Protection Act 2015, other aspects of immigration have
not been revisited over recent years. The Programme for Government contains a
commitment to “introduce a comprehensive Immigration and Residency Reform Bill, aimed
at modernising Ireland’s visa and residency systems”. A review of the legislative landscape
has started during 2018, and will be continued during the lifetime of this Plan.
While domestic legislation has a significant impact upon our work, so does the international
context in which we operate. Brexit and the European migration crisis can both be expected
21
to require significant attention during the coming years, and the actions detailed below
represent our determination to manage the fallout from such events.
22
Pillar 1 - Our mission, purpose and legislative context
Objectives Actions Business Lead Start Date End Date
To review of our
mission and purpose
- Establish a working group to oversee the review.
- Engage an external facilitator to facilitate up to three
workshops with staff.
- Prepare a consultation strategy to engage with and
gather feedback from staff and external stakeholders.
- Consult with staff and external stakeholders including
community and voluntary bodies, other Departments
and Offices, staff and the customers.
- Prepare and publish new mission statement.
Change
management unit
Oct 18
Nov 18
Nov 18
Nov 18
Feb 19
Oct 18
Jan 19
Dec 18
Feb 19
Mar 19
23
Pillar 1 - Our mission, purpose and legislative context
Objectives Actions Business Lead Start Date End Date
To assess our
culture
- Engage with the Reform and Development Office in
DPER to identify good practice in the review of
organisational culture.
- Undertake an analysis to see if the organisational
culture aligns with the Departments defined culture
and values.
- Create an Action Plan to address issues arising from
the assessment.
- Ongoing monitoring and assessment of culture to
ensure values are embedded.
Change
management unit
Mar 19
Apr 19
Jun 19
Aug 19
Mar 19
May 19
Jul 19
Q4 2020
To introduce an
Immigration and
Residency Reform
Bill, aimed at
modernising
- Research and drafting of New Migration Policy.
- Draft 1 for circulation to INIS SMT.
- Final draft for decision at INIS SMT.
- Collection and collation of change proposals for the
Policy
Development &
Legislative
Review
Sept 18
Oct 18
Nov 18
On-going
Oct 18
Nov 18
Nov 18
Dec 18
24
Pillar 1 - Our mission, purpose and legislative context
Objectives Actions Business Lead Start Date End Date
Ireland’s visa and
residency systems.
legislation review.
To plan for Brexit
and protect the
Common Travel
Area
- Continue to develop a Brexit strategy in relation to the
CTA.
- Plan for “no-deal” scenario.
- Evaluate and agree a further roll out of the BIVS
scheme.
- Prepare a plan for the Registration of UK nationals.
Border
Management Unit
Visa
Division
Registration
Office
On-going
On-going
Q4 2018
On-going
Mar 19
Mar 19
Q4 2019
Apr 19
To ensure full
implementation of
Ireland’s opt-in to
the EU (recast)
Reception
Conditions Directive
- New interim Right to Work scheme operating within
timeframe set out by the Supreme Court.
- Support of Government and Oireachtas for opt-in to
directive.
Policy Division Q1 2018
Q2 2018
Q1 2018
Q2 2018
25
Pillar 1 - Our mission, purpose and legislative context
Objectives Actions Business Lead Start Date End Date
Achieving our objectives will have these positive outcomes.
A clear mission and purpose and a positive organisational culture support organisational performance.
INIS will be in a strong position to deliver services to users in a pro-active, efficient and effective manner.
High levels of staff motivation and engagement.
Monitoring of progress using the following indicators
Level of staff engagement with initiatives.
Level of progress in introducing an Immigration and Residency Reform Bill.
Level of progress in preparing plan for the registration of UK Nationals in place.
Compliance with timelines as set out in project plans.
Outputs considered fit for purpose.
26
Pillar 2 A safe and secure immigration system
The Service Delivery Strategy was an important resource in developing this plan, and it
identified the need for a shared service within INIS dealing with identity verification. This is
an important objective of Pillar 2. Such a shared service would provide all INIS business
areas with the tools to verify the identity of applicants, to check against international
watchlists, and to protect the security of our immigration system.
New technology
We will introduce a number of technology solutions to enhance border security, including
checking passenger information, automated checking of international watchlists at electronic
gates at ports of entry, alongside further civilianisation of frontline immigration controls.
Compliance and Anti-Fraud strategy
INIS should also consider preparing a Compliance and Anti-Fraud Strategy. We are aware
that such a strategy has delivered increased control for the Department of Employment
Affairs and Social Protection, and we believe that a similar initiative in the immigration sector
could set out clearly the actions we can take to help combat fraud and non-compliance
across all INIS schemes.
Building partnerships
Building on work already underway, we are going to increase efforts to build co-operation
with other government departments and agencies. This work will be carried out within the
frameworks provided by the Data Protection Act 2018 and the forthcoming Data Sharing and
Governance Bill.
Exit checks
A vital element of a secure immigration system is exit checks. Ireland is relatively unusual
in not having a comprehensive system of exit checks at airports and other ports of entry.
During 2019, we will commence a study to examine the merits of implementing exit checks.
This study will help us identify further actions for our 2019 and 2020 implementation plans
27
Pillar 2 - A safe and secure immigration system
Objectives Actions Business Lead Start Date End Date
Implement the
Passenger Name
Record (PNR) Directive
- Establish the Irish Passenger Information Unit in line
with EU decision and forthcoming legislation.
- Establish passenger data processing and analysis
facility and contribute to the introduction of PNR
project.
- Assess and identify the ICT requirements (software,
hardware, staffing, data management,
support/maintenance on 24/7 basis) necessary to
permit IPIU to fully meet operational responsibilities in
respect of current phase (extra EU flights) and next
phases (intra EU flights and possibly other forms of
transport)
Irish Passenger
Information Unit
Q1 2018
Sep 2018
Sep 2018
Q2 2018
Mar 2019
Mar 2019
To develop an INIS-
wide shared service
dealing with identity
verification
- Merge the IILU and EU Treaty Rights Investigations
Units to form one Identity Verification and
Management Unit.
EU Treaty Rights
Q2 2018
Q4 2018
28
Pillar 2 - A safe and secure immigration system
Objectives Actions Business Lead Start Date End Date
- Start researching the requirements of an ID
Verifications & Validation shared service.
- Examine the merits of preparing and implementing a
Compliance & Anti-Fraud Strategy.
Change
Management Unit
Q3 2018
Q3 2019
Q4 2018
Q1 2020
To enhance border
security, including
working with UK on
further enhancing
security of the CTA
- Complete 4 phases:
o Phase 1 (installation of 20 eGates),
o Phase 2 (CCTV and watchlist integration),
o Phase 3 (additional eGates for transfer
facility), and
o Phase 4 (Registered Travel Programme) of
eGates development.
- To work with An Garda Síochána to ensure Ireland’s
participation in Schengen Information System (SIS II).
Border
Management Unit
Q1 2018
Q4 2018
Q2 2019
Q4 2019
29
Pillar 2 - A safe and secure immigration system
Objectives Actions Business Lead Start Date End Date
To enhance
cooperation with AGS,
Revenue, DEASP
regarding
investigations
- Continue to engage with AGS and DEASP through the
steering group and working group established by INIS
in 2018.
- Continue to exchange information with other Public
Sector bodies and third party agencies to improve
efficiencies.
EU Treaty Rights
INIS Divisions
Q1 2018
Q1 2018
Q4 2020
Q4 2020
To examine the merits
and mechanisms for
the introduction of exit
checks
- Phase 1 – Feasibility study to assess introducing exit
checks in an Irish context.
BMU Q1 2020 Q3 2020
Administer the
Immigrant Investor
Programme
- Chair the Investor Programme Steering Committee.
- Commission an external review of the Immigrant
Investor Programme.
- Implement the recommendations of the external
review.
Director General
Citizenship
Division
Q1 2018
Q3 2018
Q4 2018
Q4 2020
Q4 2018
Q3 2019
30
Pillar 2 - A safe and secure immigration system
Objectives Actions Business Lead Start Date End Date
To refuse bogus
applications and
facilitate removals from
the State.
- Continue cooperation with the Garda National
Immigration Bureau (GNIB) on investigations through
Operation Vantage, targeting individuals suspected of
sham marriages and in particular those facilitating
such activities.
- Implement and enforce the deportation provisions in
the International Protection Act.
EU Treaty Rights
Repatriation
Division
Q1 2018
Q2 2018
Q4 2020
Q4 2020
Achieving our objectives will have these positive outcomes
Reduction in fraud and error.
Greater inter-agency co-operation.
Improved processes and procedures.
Monitoring of progress using the following indicators
Level of progress in introducing an INIS-wide shared service dealing with identity verification.
Compliance with timelines as set out in project plans.
Outputs considered fit for purpose.
Number of bogus applications refused and deportations effected.
31
Pillar 3 Efficient and effective service delivery
Maintaining the security of our immigration systems is critical for INIS. Equally, we must
ensure that the services we provide are delivered in efficient and effective ways.
Eliminate backlogs
Over the lifetime of this plan, we will bring a renewed focus to eliminating processing
backlogs in key business areas, and particularly applications for international protection and
EU Treaty Rights. For example, it is planned to reach the stage of new international
protection cases being given a first instance decision within a nine month timeframe by the
end of 2019, assuming increased staffing levels and no change to the trend in application
numbers. The resources necessary to achieve this will be delivered through Pillar 5 of this
Plan.
Create greater savings for border control
The civilianisation of border control at Dublin Airport has led to significant savings for the
exchequer. Before civilianisation, the cost of this function was €7m per annum. These costs
have now fallen to €3m per annum. We believe that further civilianisation of border control
and registration functions can deliver further such efficiencies over the coming years.
Invest in ICT
For INIS services to be effective, we need ICT systems which are owned and operated by
INIS, and which have a considerably greater level of interoperability than is currently the
case. The actions below set out how we intend to achieve this.
Additionally, technological advances present the opportunity for the introduction of some
aspects of auto-decisioning using data analytics to inform the risk level of such processes.
It is planned to begin exploring such options during 2019, with further actions to be
subsequently defined. Any changes in this area will be made in a manner which respects
the GDPR right to not be subject to a decision based solely on automated decision making
32
Pillar 3 - Efficient and effective service delivery
Objectives Actions Business Lead Start Date End Date
To review our
process operating
model taking an end-
to-end immigration
lifecycle
perspective.
- Templates to issue to all INIS divisions to support
process mapping.
- Each Division to prepare a process map for their areas
of responsibility.
- Collate the process maps to develop an overview of the
current journey through INIS.
- Examine how the process could be improved.
- Seek to rationalise or phase out certain domestic
residence schemes.
- Manage and monitor cases in the Judicial Review
process to ensure that appropriate decisions are taken,
and that Court judgements are used to inform revisions
to procedures.
Corporate
Affairs Division
and
INIS Divisions
Jan 19
Feb 19
Apr 19
Jun 19
Jun 19
Q1 2018
Feb 19
Apr 19
Jun 19
Dec 19
Dec 19
Q4 2020
33
- Consolidate activity and capacity relating to Judicial
Review management within the Legal Services Support
Unit (LSSU).
- Creation of specialised teams within the LSSU.
Q1 2018
Q3 2018
Q3 2018
Q4 2018
To implement and
review operational
procedures for the
single application
procedure, and
focus on elimination
of processing
backlogs.
- Reduce maximum processing times to 9 months for first
instance decisions on new cases.
- Prioritise International Protection Office (IPO) resources
for case processing while ensuring that all non-
processing work is efficiently serviced in line with
statutory obligations.
- Legacy cases carried over to new single procedure to be
all scheduled for interview by end of 2018 and processed
to completion by early 2018.
- Provide additional staffing to key processing areas
(detailed at Pillar 5).
- Make maximum use of the IPO case Processing Panel
IPO
Corporate
Affairs
Q1 2018
Q1 2018
Q1 2018
Q2 2018
Ongoing
Q1 2020
Q4 2020
Q1 2019
Q4 2018
Q4 2020
34
- Explore options to reduce administrative burden on staff
resulting from existing paper-based processes.
Q3 2018 Q4 2018
To implement new
schemes approved
by Minister to
respond to policy
and legal
developments
- Introduction of new scheme to allow refugees (and some
others) who have eligible family members from the
UNHCR listing of top 10 major source countries of
refugees to apply to have these family members join
them in Ireland.
- Bring forward a scheme to address the need of
significant cohort of undocumented former students who
came here a number of years ago.
Policy Division Q1 2018
Q3 2018
Q4 2018
Q2 2019
To continuously
improve control and
compliance across
all schemes to
reduce fraud and
error
- Prepare manuals documenting procedures for all
processing sections in line with what already exists in
some INIS areas (linked to processing mapping action
identified above).
- Examine the merits of implementing a quality
management system for INIS and consider options for
All INIS
Divisions
Q4 2018
Q3 2019
Q2 2019
Q1 2020
35
overseeing implementation, for example through the
creation of a Quality Office. This will include a review of
any existing quality assurance systems.
To continue to
improve corporate
governance and
financial
management and
reporting systems.
- Payroll review to be carried out twice a year in line with
Internal Audit recommendation.
- A permanent accountant to be recruited to assist with
financial management in INIS.
- Provide monthly statistical information to INIS senior
management team, including data on applications,
decisions, and so on.
- Develop business plans and risk registers for each
division within INIS to be monitored by INIS senior
management team and to feed into the overall business
planning cycle.
- Implement internal audit recommendations for visas,
registration and citizenship fees.
- Use online forms to improve automation of invoicing for
Finance Unit,
Reporting &
Analysis Unit
and all INIS
divisions
Q1 2018 Q4 2018
(with
further
actions to
be
subsequen
tly
identified)
36
legal panel members.
To progress the
civilianisation of
registration and
border management
functions
- Investigate options to civilianise the 75 registration
offices around the country.
- Review staffing and operational model to include
conditions of service and powers of civilian immigration
control officers.
- Conduct survey of requirements for the deployment of
civilian immigration control model to other ports of entry.
Registration
Office
BMU
BMU
Q3 2018
Q3 2018
Nov 18
Q2 2019
Q4 2018
April 19
To review worldwide
visa services and
implement process
improvements
across visa
processing
- Review Visa Processes and Procedures.
- Implement recommendations arising from review.
- Business Process Review: 2018 Visa Initiatives,
including:
o UK Home Office Platform Changes;
o TelePerformance (TP) Contract;
Visa Division
Q2 2018
Q4 2018
Ongoing
Q4 2018
Ongoing
Q1 2019
37
o Examination of LIDPRO as a tool for document
management;
o AVATS Support & Maintenance Contract.
- Examine the contribution that upgraded technology and
external service delivery can make to a more efficient
VISA Process.
Q4 2018
Q4 2019
To ensuring all IT
systems are owned
and operated by
INIS
- Prepare the requirements for a replacement GNIB-IS.
- Procurement of new registration system.
- Manage the delivery of new registration system.
- To explore options for support services for systems
operating on a 24/7 basis.
Change
Management
Unit
April 18
Jul 18
Sep 19
Mar 19
Oct 18
Sep 19
Jul 20
Dec 19
38
To improve
reporting, data
analysis and
statistical
capabilities of INIS,
and to introduce
auto-decisioning
using data analytics
- Creation of a Single Data Repository and Data
Dictionaries for INIS.
- Restructure the Reporting and Analysis Unit to train staff
in SQL, R and data analysis.
- Focussed effort to improve data quality across INIS.
- Provide guidelines on data governance across INIS.
- Carry out an initial examination of potential areas to pilot
auto-decisioning using data analytics.
- Automation of statutory and scheduled reports
Reporting and
Analysis Unit
Q2 2018
Q2 2018
Q2 2018
Q2 2018
Q3 2019
Q2 2018
Q2 2019
Q2 2019
Q2 2019
Q2 2019
Q4 2019
Q2 2019
Achieving our objectives will have these positive outcomes
Enhanced corporate governance.
Improved processes and procedures.
Enhanced data quality and governance
Monitoring of progress using the following indicators
Level of control activity against targets.
Level of progress in introducing replacement GNIB-IS system
39
Compliance with timelines as set out in project plans
Outputs considered fit for purpose
Number of reports automated, and proportion of time devoted to data analysis
40
Pillar 4 Service design based on customer needs
As discussed in section 1, our current arrangements for service delivery are reliant on a
number of ICT systems that have limited interoperability, and our processes are heavily
dependent on paper based processing. This means that our customers are typically
required to contact us by post, and it means that processing times are longer than they could
be.
While continuing to protect the safety and security of the immigration service, we believe it
is possible to dramatically improve the service we provide to our customers. Doing so will
require a shift in mind-set towards one which puts the needs of our customers at the heart
of how we design our services.
Pre-clearance schemes
During 2018, we will begin to introduce preclearance schemes so that those who wish to
come and live here for specific purposes can have their applications for residence processed
before they arrive in Ireland. The lessons we learn from the first such schemes will be used
to inform a wider rollout of this approach.
A project is currently underway to allow people to apply for some schemes online, which will
include the ability to make payments and submit documentation, and to receive case
updates through an online portal. This service will be extended to all major INIS schemes
by the end of 2019.
Plain language
We will shift towards the use of plain language in all our communications. This will require
the training of staff, and we will begin by editing our publications, our forms and our website
to ensure that the information we offer to the public is provided in plain language.
Customer feedback
More fundamentally, to truly incorporate service design thinking into our work, we need to
begin by measuring the views of our customers on the services we currently provide. We
41
will develop mechanisms to continually gather and assess customer feedback, and to use
this feedback in iterative developments of our systems and processes.
42
Pillar 4 Service design based on customer needs
Objectives Actions Business Lead Start Date End Date
Pre-clearance
schemes to allow
customers to
apply for
residence
permissions
before to
travelling
- Introduce preclearance schemes for volunteers and
Ministers of religion.
- Introduce preclearance schemes for retirees and carers.
- Review the implementation of the preclearance schemes
and examine the merits of extending to other schemes.
Policy Division
Policy Division
Q1 2018
Ongoing
Q4 2018
Q2 2018
TBC
Q1 2019
To produce
secure online
forms,
incorporating
shared services
for online
payments
- Phase 1 - delivery of online forms, payments and
document collection for two initial schemes.
- Phase 2 - delivery of workflow management tools for
initial forms.
- Phase 3 – full Integration with AISIP.
- Phase 4 – delivery of online forms for all INIS application
types.
Corporate
Affairs
Jul 18
Sept 18
Oct 18
Sep 18
Sep 18
Nov 18
Dec 18
Dec 19
43
Pillar 4 Service design based on customer needs
Objectives Actions Business Lead Start Date End Date
- Phase 5 – security audit of INIS online forms Jan 19 Mar 19
To use plain
English in all
communications
- Create one INIS Communications Unit made up of staff
currently working on communications and co-ordination
tasks.
- Establish INIS communications network and work on a
refresh of the website content.
- Provide plain English training for communications
network.
- Provide plain English training for senior management
team.
- Re-design all INIS application forms in plain language.
- Introduce a monthly internal newsletter.
Communication
s Unit
Q2 2018
Q2 2018
Q2 2018
Q3 2018
Q2 2018
Q3 2018
Q2 2018
Q4 2018
Q2 2018
Q3 2018
Q3 2018
Q4 2020
44
Pillar 4 Service design based on customer needs
Objectives Actions Business Lead Start Date End Date
To introduce a
new appointment
system and
queue
management
system for the
Registration and
Re-entry visa
office
- Prepare a business case and secure approval.
- Prepare tender documentation.
- Run procurement process.
- Manage the delivery of the system.
- Consider the possibility of combining the new IRP card
with the Public Service Card/shared service delivery with
the Department of Employment Affairs and Social
Protection.
- Under 16 year olds to be brought into the registration
system, commencing with 14-16 year olds.
- Postal renewal for low-risk customers, such as students
on a multi-year degree course.
Registration
Office
Jan 19
Jan 19
Mar 19
Jan 20
Ongoing
Ongoing
Ongoing
Jan 19
Mar 19
Nov 19
Jun 20
Nov 18
Dec 2019
Q3 2019
45
Pillar 4 Service design based on customer needs
Objectives Actions Business Lead Start Date End Date
To incorporate
service design
methodologies
into process
design
- Review the Service Design Toolkit in DPER and identify
relevant training.
- Engage with other Government Departments who have
experience in this area to learn from their practices.
- Select pilot project for development using service design
methodologies.
- Identify customer requirements and profiles, and
establish customer satisfaction levels through regular
surveys and through the provision of feedback
mechanisms.
Change
Management
Unit
Oct 18
Oct 18
Jan 19
Jan 19
Dec 18
Mar 19
Jun 19
Dec 19
To have
accessible
services for all
customers
- Translate essential material from the website into other
languages.
- Translate signage in public offices into key foreign
languages.
Corporate
Affairs
Q4 2019
Q3 2019
Q2 2020
Q1 2020
46
Pillar 4 Service design based on customer needs
Objectives Actions Business Lead Start Date End Date
- To consider technological solutions to allow staff in the
Public Office deal effectively with customers with
disabilities or with poor English language skills. E.g.
tablets with accessibility options or access to translation
software.
Q1 2020
Achieving our objectives will have these positive outcomes
Quality customer centred services.
Strong awareness and understanding of customers’ needs.
Increased self-service through digital provision.
Good internal communications.
Monitoring of progress using the following indicators
The level of, and trends in, customer service satisfaction measures.
Number of forms conforming to GDPR and plain English guidelines.
Level of staff engagement.
Level of progress in introducing new appointment booking system and queue management system in the public office.
47
Pillar 5 Investing resources to deliver change
A change programme on the scale set out within this Service Improvement Plan needs
resources to make it happen. INIS will establish a Change Management Unit to lead this
work. This new unit will work to develop the skills, capacity and behaviours of everyone in
the organisation. It will focus on embedding change management and project
management capabilities.
Increase staff numbers
The need to target some additional staff resources for a short period of time is also widely
accepted. Sanction has been granted for staff numbers to rise by 76 in 2018 to help
eliminate backlogs while service improvements are underway. The intention is that staff
numbers can return when the Plan is fully implemented.
Invest in systems and infrastructure
INIS also needs to invest to develop our systems and infrastructure. In 2017, INIS spent
€4.9m on technology supports, but this figure is expected to rise to €7.1m in 2018 and
further still over the years covered of this Plan so we can transform existing systems.
This need was recognised in the National Development Plan 2018-2027, which noted that
“ongoing investment is required by the Irish Naturalisation and Immigration Service over the
next 5-to-10-year period, to underpin an ICT strategy designed to transform and modernise
service delivery through greater use of automated processes and to protect the security of
the State”.
Strategic direction of opportunities
We recognise and value the skills, expertise and commitment of our staff. Another action
under this pillar is to ensure that learning and development opportunities are directed in a
strategic way. This can be achieved through setting up a skills matrix which will benefit both
the organisation and the individual and will be prepared in consultation with staff. The
benefits are set out in the table below.
48
Benefits of a skills
matrix
Advantages
Individual
Insight into their own competency and skills and areas of
improvement.
Team
Overview of the skill they have and areas where they need to
develop new skills
Organisational
Overview of available competencies and areas that need
investment. Can also aid in succession planning
49
Pillar 5 Investing resources to deliver change
Objectives Actions Business Lead Start Date End Date
To ensure that
business areas
are provided with
sufficient
resources to meet
all actions
outlined in the
Service
Improvement
Plan
- Work with human resources Division to ensure that
sufficient resources are available to deliver key services.
- Specifically, to increase INIS staffing by 76 posts during
2018, with a focus on business areas managing
significant processing backlogs.
- Cooperation between Repatriation Division and the
International Protection Office on a new competition for
Panel Members.
Corporate
Affairs
Corporate
Affairs
Repatriation/IP
O
Q1 2018
Q1 2018
Q2 2018
To establish a
change
management unit
in INIS
- Create and develop a cross-grade network of INIS staff
to implement change initiatives.
- Put structures in place to ensure that all such officers are
appropriately supported to build expertise.
- To produce template project management documents.
- Coordination and oversight of INIS OnePlan
commitments, INIS Business Plan and Risk Register,
Change
Management
Unit
Sep 18
Sep 18
Jul 18
Jul 18
Dec 18
Sep 19
Dec 18
Dec 20
50
Pillar 5 Investing resources to deliver change
Objectives Actions Business Lead Start Date End Date
and business plans and risk registers for all INIS
business areas, to include the preparation of templates
for divisional reporting and INIS SMT oversight.
- Establish and maintain appropriate knowledge
management from existing and planned contract
resources in relation to project management and change
management processes.
- Develop clear contract management policies to ensure
that business areas are empowered to continually
secure value from all ongoing contracts
Jul 18
Jun 19
Dec 20
Dec 19
To manage and
monitor
programme
implementation of
this INIS Service
Improvement
Plan 2018-20
- Prepare draft of plan for consultation.
- Prepare programme plan and risk register when draft
plan agreed.
- Monitor programme and report on progress advising
SMT of issues as they arise and proposing corrective
actions for approval.
Change
Management
Unit
Jun 18
Aug 18
Oct 18
Jul 18
Sep 18
Dec 20
51
Pillar 5 Investing resources to deliver change
Objectives Actions Business Lead Start Date End Date
To manage the
delivery of the
replacement
GNIB-IS system.
- Establish Project Board.
- Monitor programme and report on progress advising
Project Board of issues as they arise and proposing
corrective actions for approval.
Change
Management
Unit
July 18
Aug 18
July 18
Dec 20
To prepare a
skills matrix for
INIS staff, and to
provide high
quality training
and education
opportunities for
them
- Change Management Unit to identify skills matrix for
members of change network, and to distribute to SMT as
a template for wider adoption.
- All Heads of Section to prepare a list of
skills/competencies required by staff to undertake the
work in their sections.
- Certificate in Immigration Studies to be made available
for immigration staff.
- Participation in King’s Inn Immigration and Asylum law
course.
INIS sections
Nov 18
Jan 19
Q1 2018
Q3 2018
Dec 18
Apr 19
Q4 2020
Ongoing
52
Pillar 5 Investing resources to deliver change
Objectives Actions Business Lead Start Date End Date
- Training to be provided for staff participating in a pilot
project to examine the public sector duty within the
Human Rights and Equality Act.
- Multicultural awareness training and customer service
training for front-line staff to be planned.
- Use skills matrix to inform future mobility and training
opportunities for staff.
Q1 2019
Q2 2019
Q1 2019
Q1 2019
Q4 2019
Q4 2020
Achieving our objectives will have these positive outcomes
Alignment of the portfolio of projects underway with the Service Improvement Strategy.
In house staff who have the skills needed to manage projects.
Increased ability to deliver projects and programmes on-time, to budget and according to the scope.
Improved communications within the organisation.
Monitoring of progress using the following indicators
Change management network set-up.
Number of staff completing training and education programmes.
53
3. Implementation, Monitoring and Review
Annual implementation plans will be prepared over the lifetime of this plan. These plans will
be prepared in the final quarter of the year for the following year and will contain a detailed
examination of the resourcing and a programme plan for delivery. The preparation of each
Annual Implementation Plan will be closely tied to the Estimates process. The first annual
implementation plan will be prepared in Q4 for 2019.
3.1 Risk Assessment
The change management unit has completed a high level risk assessment for this plan
(Appendix 5). More detailed risks assessments will be completed as part of the annual
implementation plans
3.2 Monitoring and Reporting
An important part of ensuring the success of the Service Improvement Plan is to define how
each objective will be measured and reported. Key Performance Indicators (KPI) are noted
in Chapter 2.
The Change Management Unit will be responsible for the ongoing monitoring of progress
and reporting in relation to the Plan. The programme director and manager will be
accountable to the fortnightly meetings of the Programme Team and the quarterly meetings
of the Programme Board.
Quarterly progress reports will be prepared for the Programme Board and disseminated to
the wider organisations through the Change Management Unit Sharepoint site.
In order to reduce the reporting requirements on members of the INIS Senior Management
Team, each senior manager will be provided with a template detailing all updates required
of them on a monthly basis. Completed templates will be used by the Change Management
Unit to fulfil all reporting requirements (OnePlan updates, MinMAC updates, etc.).
54
3.3 Governance
The implementation of this plan will be overseen by a Programme Board. The Director
General will chair the meetings and serve as the Programme Sponsor. The Programme
Board will be supported in their work by the Programme team. The programme team will be
responsible for planning and managing all aspects of the programme execution.
Further details on the governance and programme roles are set out in the following pages.
55
56
57
58
59
60
Appendix 1 – INIS Senior Management Forum – Key discussion
points
SeniorManagement
Forum2018.docx
61
Appendix 2 – Refreshed INIS Service Delivery Strategy
INIS Service Delivery
Strategy 2018 Final V1.0.pdf
62
Appendix 3 – Culture and Values Charter
Our Values:
1. Open
We communicate honestly and constructively, fostering a trust-based environment.
We consult and collaborate with our stakeholders and staff, listening and hearing their views.
We encourage transparency by sharing information relating to plans/decisions, defining
clear ownership of issues and communicating proactively about our work.
2. Public services delivered to a high standard
We place the public interest at the centre of everything we do and are forthcoming in
providing information in order to assist the public.
We treat people with dignity and respect and recognise the difficult circumstances faced by
many of them.
We strive to provide an excellent service to the public and to support front-line staff to deliver
high-quality, responsive services, conscious of their impact on people’s lives.
3. Proactive
We believe in planning for the future and encourage a long-term strategic focus based on
data and research.
We are committed to developing and implementing workable policies which will have a
positive impact for the public and the sector. This is done through being accessible and
working to listen to and understand the needs and objectives of our partner organisations
and the public.
In implementing workable policies we will seek to make the right decisions in the context of
all of the environmental factors, social, political, economic, technological etc.
63
We bring a can-do attitude to our work, scan and plan for future needs and are highly
responsive to unexpected change. This helps us to overcome challenges, to adapt and
innovate for our future.
4. Professional & Supportive
We set high standards at every level of the organisation, always striving to be better in
everything we do.
We seek to maximise the effectiveness of all the resources available, including data,
technology and our experienced, knowledgeable staff, in order to provide a high-quality,
professional service internally and externally.
We take pride in our work and aspire to be valued as effective, competent, trained and
trustworthy professionals by our colleagues, customers, government, stakeholders and the
Irish public.
5. Empowered & Accountable
We value personal integrity and we are accountable for the decisions we make.
We encourage a culture of trust to enable staff to feel confident and supported when making
decisions, without fear of recrimination for failure.
We are ambitious and innovative, seeking continuous improvements while maintaining
consistency in decision-making.
6. Leading Collaboratively
We maintain a strong and confident leadership culture, in consultation with our stakeholders,
staff and colleagues across Government Departments and agencies, in order to deal with
key issues.
We collaborate, coordinate and motivate the activities of our partner organisations to ensure
issues are dealt with in an efficient and engaged environment.
We ensure a consistent voice across the Department and continually build competencies to
64
develop ways of working collaboratively and constructively with all stakeholders.
7. Trusting & Respectful
We acknowledge and respect the dignity of all staff, stakeholders, partners and the public.
We are committed to creating and maintaining an environment that respects diversity.
We foster trust by being responsive and capable, respecting the expertise and experience
of our partners and demonstrating where lessons have been learned from previous issues.
We create a respectful environment, by ensuring core behavioural values, such as integrity,
understanding, approachability, honesty and good manners, are employed in all our
dealings.
65
Appendix 4 – Commitments from the Programme for a
Partnership Government
Commitments relating to Immigrations from the Programme for a Partnership
Government for which the Department of Justice And Equality is responsible
10. Ensuring a Balanced Migration Policy
We will pursue a balanced migration policy that supports our economy and meets our
international and humanitarian obligations, whilst also taking a tough approach to tackling
illegal migration. We are committed to supporting a humanitarian response to the current
103 refugee crisis and providing a safe haven to those who come to Ireland under EU
programmes.
Working with the relevant Oireachtas Committee, we will introduce a comprehensive
Immigration and Residency Reform Bill, aimed at modernising Ireland’s visa and residency
systems.
We will offer safe haven for refugees under EU and UN resettlement and relocation
programmes, while promoting the integration of refugees in our communities.
Long durations in direct provision are acknowledged to have a negative impact on family
life. We are therefore committed to reforming the Direct Provision system, with particular
focus on families and children.
We will get tougher on abuses of our migration system by ensuring implementation of the
new enforcement and deportation provisions in the recently enacted International Protection
Act.
In implementing EU regulations, we will ensure a stringent and effective approach to
speedily refusing bogus applications and facilitating removal from the State. We will increase
cooperation with the UK to crack down on the increasing numbers of bogus asylum seekers
who are applying for unmerited asylum status in Ireland solely because their UK visa has
expired.
66
Appendix 5 – Service Improvement Plan 2018-2020 High level Risk Register
67
Objective Risk Control
Inherent Like-lihood
Inherent Impact
Control Effectiveness
Residual Risk
Score Monitoring of Control - Frequency
Responsible Officer / Team
Pillar 1-5
Insufficient staff to effectively manage workload arising from the plan.
Prioritise key tasks. Liaise with HR to ensure adequate staff resources.
3 3 2 18 Fortnightly at programme team meeting.
Programme Board support by the Change Management Unit
Loss of key team members and knowledge due to promotion/mobility
Ensure all work is well documented and that knowledge transfer mechanisms are in place.
4 3 2 24 Fortnightly at programme team meeting.
Change Management Unit
Replacement staff not available in a timely manner
Prioritise key tasks. Liaise with HR to ensure adequate staff resources.
4 3 2 24 Fortnightly at programme team meeting.
Programme Board support by the Change Management Unit
Inadequate expertise in project management and change management
Training provided. Establishment of staff network to share knowledge on project management and change management. Ensure knowledge transfer between contracted resources and INIS staff
2 4 2 16 Fortnightly at programme team meeting.
Change Management Unit
Potential disruption to the plan because of the impact of BREXIT on INIS operations including the impact of no-deal BREXIT.
Detailed assessment of CTA and impact of Brexit carried out in conjunction with IPD Division.
5 4 2 40 Fortnightly at programme team meeting.
All INIS Divisions
Potential impact on delivery of the plan during the restructuring period. In particular if the location or reporting responsibilities of key staff are affected.
Prioritise key tasks. Ensure all work is well documented and that knowledge transfer mechanisms are in place.
4 3 2 24 Fortnightly at programme team meeting.
Programme Board support by the Change Management Unit
68
69
References
Department of Justice and Equality, 2017, A Safe Fair and Inclusive Ireland Strategy
Statement 2016-2019.
Department of Public Expenditure and Reform, 2017, Our Public Service 2020.
A Programme for a Partnership Government, May 2016
Effectiveness and Renewal Group, 2018, Effectiveness and Renewal Group for the
Department of Justice and Equality First Report
Department of Justice and Equality, 2017, Building for the Future, Human Resources
Strategy 2018-2020.
70
List of Acronyms
AGS An Garda Síochána
AISIP Asylum and Immigration Strategic Integration Programme
AMIF Asylum, Migration and Integration Fund
AVATS Automated Visa Application Tracking System
BIVS British Irish Visa Scheme
BMU Border Management Unit
CMU Change Management Unit
CTA Common Travel Area
CTAF Common Travel Area Forum
DAP Dublin Airport
DEASP Department of Employment Affairs and Social Protection
DFAT Department of Foreign Affairs and Trade
DPER Department of Public Expenditure and Reform
ERG Effectiveness and Renewal Group
EUTR EU Treaty Rights
FRHAP Family Reunification Humanitarian Admission Programme
GNIB – IS Garda National Immigration Bureau – Information System
GNIB Garda National Immigration Bureau
HR Human Resources
ICT Information and Communication Technologies
IILU Investigation and International Liaison Unit
INIS Irish Naturalisation and Immigration Service
71
IPIU Irish Passenger Information Unit
IPO International Protection Office
IRP Irish Residents Permit
LSSU Legal Services Support Unit
PMDS Performance Management Development System
PNR Passenger Name Record
PTR Permission to Remain
Q Quarter of the year – Q1, Q2 and so on
R Computer programming language
RD Repatriation Division
SQL Structured Query Language
TP TelePerformance