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DIBP Progress Toward Integration and Reform Noted, Although Uneven Across Five Areas of Analysis

• Resource reductions hindered development in some areas.
• Aggressive integration timelines outpaced organizational capacity.
• Intelligence made the most progress, with shortfalls in technical areas and use of intelligence to develop enforcement priorities.
• Detention made progress, particularly in key policies and in closures of facilities.
• Investigations show improvement from both internal and external perspectives. However, both were underfunded, hindering timeliness of investigations and resolution of cases.
• Progress was made in integrity and anti-corruption, but this area requires continued emphasis.
• L&D made the least progress of the five areas.

Lessons and Insights Learned as DIBP Forms the Soon-To-Be-Established HA

• ECM functions are a year behind POI functions. This is important going into the establishment of HA, where DIBP will likely serve as the receiving organisation for the new department.
• Managers with the correct authorities, experience, and leadership skills must in charge of reform initiatives.
• The pace of change may strain the ability of the organisation and staff to keep up.
• Key skill sets are missing among staff.
• Unrealistic integration and reform timelines result in overpromising and underdelivering.
• HA establishment will require deconfliction between the agencies being integrated.
• POI and ECM areas should receive equal attention from leadership.
• Senior leader turbulence — staff turnover — should be avoided; this slows momentum and destabilises staff.
• L&D should receive appropriate attention from the onset.
• Expenditures will be necessary to assist building new institutions for HA. Early savings turn into a self-defeating proposition.