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:

http://www.justice.ie/en/JELR/Department_of_Justice_and_Equality_One_Plan_2018.pdf/Files/Department_of_Justice_and_Equality_One_Plan_2018.pdf

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 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


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



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



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



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


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



- 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



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



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.


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


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


Enhanced corporate governance.

Improved processes and procedures.

Enhanced data quality and governance


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



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



- 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



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



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



- 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


Quality customer centred services.

Strong awareness and understanding of customers’ needs.

Increased self-service through digital provision.

Good internal communications.


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



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



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



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



- 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


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.


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.

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.



Replacement staff not available in a timely manner

Prioritise key tasks. Liaise with HR to ensure adequate staff resources.



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



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.


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.



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

Service Improvement Plan 2018-2020 -...

Documents

Transcript of Service Improvement Plan 2018-2020 -...