Review of Humanitarian Settlement Services (HSS)
Performance Measures and Contract Management
External Reviewer
David Richmond AO
September 2011
‘Theinitialyearsofsettlementofhumanitariansettlersareoftendifficultandintensivein theuseofgovernmentprovidedsupportservices.Thecircumstancesoftheirmigration makethisinevitable.Neverthelesstheevidencewhichhasbeenassembledherehas demonstratedthatovertimethereisa strongpatternofnotonlyeconomicandsocial adjustmentbutalsoofsignificantcontributiontothewidersocietyandeconomy…’
‘Thereisalsoanelementofdistinctivenessaboutthecontribution–therearedimensions whichaddmorethanhumancapital.Forexample,it hasbeendemonstratedthat humanitariansettlersinAustraliaaremorelikelytodemonstratetheentrepreneurialand risktakingattributesoftenassociatedwithmigrants,thanmigrantsofothervisa categories.Theyconcentrateinparticularoccupationalnicheswherethereareworker shortagesandtheyareincreasinglymovingtoregionallocalitiessufferingchroniclabour shortages.Moreover,theyadda distinctivelydifferentculturaldiversityandcultural capitalelementstoAustraliansociety.’
Source:Hugo,Graeme;Economic,SocialandCivicContributionsofFirstandSecond GenerationHumanitarianEntrants,FinalReportto theDepartmentofImmigrationand Citizenship,Canberra,May2011
Table of Contents
1. Executive Summary
2.Purposeand Terms ofReference
2.1.ReviewPurpose
2.2. Termsof Reference
2.3. TheDepartmentofImmigrationandCitizenship
2.4. TheHSSOperatingEnvironment
3.Recommendations
3.1. OverarchingThemes
3.3. AccommodationandtheBasicHouseholdGoodsPackage
3.4. Recording,ReportingandAccountability
3.5. OrganisationalStrategyandStructure
3.6. FocusonRealTimeQualityControl
3.7.ClientCentredApproachtoRiskManagement
3.8. IssuesManagementandEscalation
4.Discussion and Conclusions
4.1. Overview
4.2. APrograminTransition
4.3. DIACCorporateSetting
4.4. ContractManagementPerformance
4.4.1.PhilosophyandStrategy
4.4.2.SupportingSoundContractManagement
4.4.3.StaffCapabilitiesandCompetencies
4.4.4.HSSContractProcurement
4.4.5.Proactive Contract Risk Management
4.4.6.Proactive ContractManagement
4.4.7.ContractClarification
4.4.8.ContractCompliance
4.4.9.ToBreach or NottoBreach
4.5. EnhancingOrganisationalStrategyandStreamliningStructure
4.5.1.DIAC OrganisationalStructure
4.5.2.GlobalManagement
4.5.3.CoordinationandBusinessPlanning
4.5.4.Enhancements
4.5.5.CorporateDialogueandRelationships
4.5.6.OrganisationalStrategy
4.6. AccommodationandBasicHouseholdGoodsProvision
4.6.1.AccommodationObligations
4.6.2.AccommodationRisk
4.6.3.DIAC AccommodationAudit
4.6.4.Enhancements
4.7. RealTimeQuality
4.7.1.QualityAssuranceFramework
4.7.2.QualityofHSSToolsandTemplates
4.7.3.QualityofReferrals Into,Within,andOutoftheProgram
4.7.4.RevisedConceptualFramework
4.7.5.BroadPerformance Assurance Framework
4.7.6.KeyQualityExperiences
4.7.7.ComplaintsandFeedback Mechanisms
4.7.8.StakeholderRelationships
4.8. Recording,ReportingandAccountability
4.8.1.Challenges
4.8.2.ProviderReporting
4.8.3.KPIsandSettlementOutcomes
4.8.4.ImmediateImprovements
4.9. IdentifyingandManagingRisk
4.9.1.Framework
4.9.2.RelevantRisks
Client ExperienceandOutcomes
4.9.3.Assurance Mapping
4.10.IssuesManagement
4.10.1.ClarityofProcesses
4.10.2.Feedback andComplaints
4.10.3.Enhancements
4.11.EmbeddedProgramRisks
4.12.ProposedEnhancementAreas
4.13.RelevanceoftheRecentNewcastleExperience
4.14.MovingForward
5.Acknowledgements
6.Source Documents
7.Acronyms
8.Appendices
Appendix1‐TermsofReference
Appendix2‐HSSObjectivesandProgramPrinciples
Appendix3‐ReviewMethodology
Appendix4‐ReviewThemesandKeyIssues
Appendix5‐ReviewConsultations
Appendix 6 ‐ Measuring HSS Quality, Outputs and Outcomes
Appendix7‐TheContractManager‐OrganisationalContext,Roles andResponsibilities
Appendix8‐ContractManagementCapabilitiesandCompetencies
Appendix9‐ContractManagementEducationandTrainingFramework
Appendix10‐RevisedFrameworkforClientContactVisits
Appendix11‐OptionsforImprovingReferralsfromImmigration DetentionCentrestoHSS
Appendix12‐HSSReportingandAccountabilityFramework
Appendix13‐HSSProgramContext,ServicesandActivities
Appendix 14 ‐ Tables and Diagrams
1. Executive Summary
What is HSS
TheHumanitarianSettlementServices (HSS)programof theDepartmentof Immigration andCitizenship (DIAC) provides intensivesupportto newly arrivedhumanitarianclients on arrival andthroughout their initialsettlement period(usually six to twelve months).Operating since April 2011, it replacedtheIntegratedHumanitarianSettlement Strategy(IHSS) programwhich operatedfrom2005to 2011.Theoverarching Objectivesof theprogramareto providetailoredon‐arrival support, to equip clients with the skills andknowledgethey will needto independentlyaccessservices beyond theinitial settlement period,andto laythefoundations forparticipation in thesocial andeconomic lifeof Australia.
Services areoutsourcedto contractors,usually(but not always)not‐for‐profitServiceProviders, who providecoordinatedcasemanagement andprocuredirectlyor indirectlyaccommodation, household goods andother services for clients.Therearecurrently 18 HSSProviders in 24Regions across Australia and at 31 August2011some 8200clients werereceiving HSSassistanceand support.
Direct expenditure by DIACthrough IHSS/HSSProviders in 2010‐11 wasapproximately$75million andapproximatelya further$4millionwas spent on DIACprogramsupportin managementand administration(excluding any proportion of senior managementcosts).Over theperiod2008‐09 to2010‐11 DIACexpenditure on programsupportdecreased.
DIACmanagesthemovement andsettlementof people in andout of Australia which includes continuing a strong offshorehumanitarianprogramand supporting humanitariansettlement in Australia (fromboth offshore andonshore), respondingto irregular arrivals andadministering immigration detention.
In 2010‐11, 13 799 visas weregrantedunder various humanitariancategories involving some 8971 offshoreand4828 onshore recipients.In 2010‐11, 12718 of thesevisa recipients joined the IHSSand (fromApril) the HSS.As well as theHSSprogram, DIACprovides a rangeof settlement services under what isdescribedas aSettlement Services Framework, including:
- Offshore AustralianCultural Orientation Program
- Translating andinterpretingServices
- Adult MigrantEnglishProgram
- Complex CaseSupport
- Settlement Grants Program.
As appropriate,clients with veryhigh or complex needsmay bereferredfromHSSviaDIACto the Complex CaseSupportprogram(whereservices may beprovidedsimultaneously withtheHSS)and, upon exitfromHSS,may bereferreddirectly by their HSSprovider to services deliveredunder the Settlement Grants Program.
Some HSSclients of their own volition or through subsequentcontact withinthesettlementservices sector alsodirectlyaccessSettlement Grants Programservices.Some organisations provideboth HSSandSettlement GrantsProgramservices andin some Regions alsoComplex CaseSupport services.In a numberof instances over theevolution of HSS‐type services during the last ten years or so, theoutcomeof competitive tender processes has meantthatsome Providers no longer manageHSSContracts but still deliver otherDIACsettlement programs.
OverallAssessment
TheReview,commissionedby theMinister for Immigration andCitizenship on 30 May2011,hasinvestigated andassessedthe effectivenessof DIACoversight andmanagement of thecurrent HSSprogram.Overall theReviewhas concludedthat DIAC’s management andoversight of HSSis adequate but therearesignificant gaps including in areas such as QualityAssuranceandRisk Management.
Whilethere aremany improvements that can bemade toHSSin theareas thesubjectof this Review, generallyspeaking HSSis a programwell managedanddeliveredeffectively by professional and committedService Providers. This does not meanthere arenot fromtime to time systemic problems withtheprogram andproblemsinparticular localities such as, for example, Newcastle. Froma client centredperspectivetheReviewhas identified,in discussions on QualityAssurance(4.7) andRiskManagement(4.9),a numberof elements of HSSactivity whichneedgreaterDIACfocus andguidance to Service Providers.
HSS,however,is a programunder stress.In addition, the outputs andoutcomes fromHSSarevery much intermingledwith notonlyother settlementservices programs,andthehumanservices programsof other agencies,but alsotheoverall experiences of clients in theAustraliancommunity andeconomy.Consequently,discernment andmeasurement of performanceandquality arenot easy.
Ofparticular relevanceto the Review generally is that while theReviewis examining the HSSit was thepredecessor program, the IHSS, which was on foot when theproblems whichprecipitatedthe Review occurredin Newcastle.In addition, much of theexperience andcommentary providedto the Review reflects theIHSSrather thantheHSS.TheIHSSwas operationalfromOctober 2005to March 2011.Notwithstanding,considerable specificcomment was madeabout the HSSwhich commencedin April 2011. From theReview’sperspective, whilethere arephilosophicaldifferences in thetwo programs,theoverallrelevance of theIHSSin its objectives,principles andmuch of its approach applies to thedeliveryandmanagement of the HSS.Thoseareas whereoperational differences occur arealmostwithout exception actual orpotentially positive features of HSSrelative to IHSSin terms of servicedeliveryandmanagement effectiveness.MostfeedbackfromProviders andstakeholders on theHSS,its contractual obligations andservicedeliverymodel is verypositive.
However,the evolution in philosophyandobjectives of settlementservices such as IHSSandHSSin recent decades froma largely ‘welfare’ to a‘wellbeing’ model,with a current philosophy of individual skills enhancement,understanding andacceptance of rights andresponsibilities and an overall settlement services goal of client self sufficiency, has meant therearestill many differentvalues and philosophiesat workin thesector.
Complexity andStress
At a time of both increaseddemand(including a series of arrivalsurges,client cohort changes andgreaterclientcomplexity) anda significantchangein the supplyarrangements (replacement of IHSS with HSS,a new contract which impacted on both new andexisting Providers,changes in DIAC organisationalstrategy,etc)DIAC, in responding to the variouspoliticalandresource pressures on its programs, rampeddownrather thanramped up resourcesappliedto theHSSprogram to introduce anddeliver HSSto Providers,stakeholdersandclients.
As a resultof the goodwill,dedicationandcommitment of DIACmanagement, staff, HSSProviders andtheir staff,andHSSstakeholders,theHSSprogram is copingbut is under considerablestress in dealing with increaseddemandandrelateddemandsurges fromparticular cohorts as clients formerlyin detention receivevisas.To exacerbatethestress on the program, new HSSContracts wereimplementedwith virtuallyno transition‐in time for incoming Providers andtherisks inherent in such a situation areobvious.TheReviewunderstands thissituation alsooccurredon theprevious contract changeover in 2005andDIACshould do its utmost to ensureitdoes not happena thirdtime as significant pressure wasplacedon fledgling contracts at thesametimetherewas asurgein client arrivals.
At a corporate level it is theReview’s assessmentthat manyof thenormal business tools which might beusefullyapplied by managers andstaffat all levels to HSSQualityAssuranceFramework, RiskManagementFrameworkandprocesses,financial andcontract management processes andprocedures areeither a relativelypoor fit for HSSor do not facilitate appropriatedisaggregationto HSS.In addition, therevisedDIACorganisationalstrategywhich has establisheda Global Manager roleas a formof product linedelivery andoversight has not deliveredatthis stage, in HSS,anysense of greater assistance andorganisational purposeor confidence.
TheHSSContract appears a broadlysoundinstrument toset theframeworkandtogetherwithsuch tools as the HSSPolicy andProcedures Manualalbeitstill in draft form) to guide a ‘business as usual’ anda ‘steady state’ demandsituation.However,the provisions of theHSSContract reflect a set of assumptions (largelyunstated) about thenatureof thesettlementcohorts andthetiming and frequencyof settlement. Principally,theContract assumes a relativelywell preparedoffshorearrival cohort seekingpermanent settlement,frequentlyin family groups.
In thecurrent environment of increasednumbers (particularlyof onshore arrivals fromdetention), verysignificantincreases in the numbers of single adult males andunaccompaniedminors,and significantlyrising expectations about servicestandards andquality, inevitablysome of these features presentchallenges to theContract. At thesametime recent DIACinitiativessuch as communitydetention andprograms for unaccompaniedminors whichalsoinvolve outsourcing to Providers mayincreaseDIAC’scoordinationrisks in andaroundHSS.
ContractManagementandQualityAssurance
Contract management functions aregenerally appliedin a reactive rather thana proactivemanner by DIAC, reflecting in part resourceconstraints andday to day workdemands,particularlyfromrecent demandsurges andcomposition changes andalsothepaucity of relevant corporatetools which area goodfit with what HSS contract managementis reallyabout at thefront end.The Review notes the universallypositive feedbackfromall directlyinvolved(both Providers andDIAC staff) to thedraft Policy andProcedures Manual which isavailableandused by both DIACand Provider staff.
Handin handwith proactivecontract management is the issue of seniorDIACpresenceand involvement inoversight of the HSSat a regional andContract level which appears to have been limitedin, forexample,Newcastle,in recent years (see4.13).At an operational level the potential exists to strengthen theHSSandits impactthrough the new requirement on Service Providers to conduct andmanagequarterlyLocal Area Coordination meetings.This will onlyoccur with active DIACfacilitationno matter how ableor effectivetheService Provider.
Linkedto theissueof DIACpresence is themanner andeffectivenessof DIAC’s overallmanagement of relationships in andaroundtheHSSincluding with Providers,stakeholders andclients.Thetone for such relationship managementis in theReview’sassessmentstrongly influenced by thelevel and quality of organisational dealingsthat DIAChas with key groups such as the Service Providers.Of particularconcern is thequality of dialoguearoundthebroader context andparameterssuch as likely trendsin intake which areimportantelements in thepartnership that exists between DIACand Providers.Similar issues applywith stakeholders,clients andthegeneral community.
On thegroundrelationships managementis critical withintheframeworkset by organisational dialogue,the Contract purpose, procedures andprocesses andof courselocal conditions.While therearesome special (perhaps unique) circumstances applying in, for example,Newcastle,it is clearlythe case relationships(which requiremulti‐dimensional commitments andobligations)are inadequatein that Region.DIAC, in part,has to accept some of theresponsibility for thisstateof affairs,admittedlyworking in a verychallenging locality.
DIAC’s formerIHSSQualityAssuranceFrameworkandprocesses do not explicitlylinkquality to either theHSSObjectives or theHSSPrinciplesenumeratedin theContract nor do they adequately providefor either independentand/or external participation in thedeliveryor evaluation of quality assurance.In addition, theydo not adequatelyaddress ‘real time quality’ e.g.ensuring at thetime a service was providedit met thestatedquality with evidenceof outcome.
ProposedEnhancementAreas
TheReviewhas identified seven Enhancement Areas in andaroundtheHSSprogramencompassingsome 70 recommendations.If theseareimplemented effectivelyand in an integratedand coordinatedmanner with full DIACcorporatesupport thenmost, ifnot all,matters identifiedin this Report whereimprovements areneededcan beaddressed.
This will,in theReview’sassessment,providethepotentialto improve overall HSSeffectiveness and providegreater assurancethat Objectives arebeing achievedandHSSPrinciplesappliedin the interestof clients.However,theReview recognises that their applicationwillpresent challenges, at least on some issues, in thecurrent resource environment.
SevenKeyEnhancementAreas
- Improvedcontractperformance managementwhere the initial priorityrecommendation is toimmediatelyupdateandreassesstheriskprofile(includingrisks to client experiences and outcomes) relating to each Contract Region andtherelevant Provider/s andto initiatea proactive dialogue to progressivelyandjointlyaddress each significantrisk, including managing a more realistic approach to theprovision of accommodationinspecifically nominatedContract Regions.
- DIACneeds to adopt a more realistic andflexible approachto management of Contract requirementsandprovisionsaroundaccommodationandthehouseholdgoods packages providedto clients.Thepriorityfor implementation underthis Enhancement Area is DIAC accepting a morefacilitativerolein supporting Service Providers in procuring andsecuring accommodation– particularlywhen thisoccurs in stressedurban housing markets.
- Recording, Reporting andAccountabilitywherethefirstpriorityis to urgentlyrectifythe current situation, where as a consequenceof resource decisions andinadequatebusiness planning, virtuallyno currentmanagementdata is automaticallyavailableon operations under thenew HSSContract.
- Enhancingorganisational strategy andstreamliningorganisationalstructureto support HSS operations,both in a day to day sense andin developingforwardlookingbusiness planning and strategydevelopment.The initial structural priority beingto realignHSSpolicy, strategy, operations,andcontract management in an endto end business lineunder DIAC’s relevantFirst AssistantSecretary,while consolidating, clarifyingandenhancing theGlobalManagerrolewithin thisparticularbusiness line.
As an organisationalstrategypriorityDIACneeds to beproactivein conducting a communication campaignon the HSSprogram’s Objectivesandscope, andits alignmentwith other DIAC settlement services.It also needs to commenceto improvethequality, content andfrequencyof corporatedialogue (e.g.thebroader context of HSS,anticipatedtrends andnumbers)particularly aroundexpectedintake numbers andcohort demographics,including publishing a regular bulletinon arrival trendsandproviding briefing to Providers andstakeholders. - Clearer focus on realtime quality outcomesthrough improvedquality control and assurance and encouragementof Provider best practice.Heretheinitialpriorities are to harness andharvest Provider knowledgeandskills through a process of improvementof client assessmentandcase managementtools andto immediatelyimproveinternal DIACprocessesandoutcomes around client placements andreferrals andimmediatelyre‐engineer thecurrent approach to DIACclient contact visits.
- Agreater emphasis inpractice on a client centredapproachwhen identifying and managing risk.Theinitial priority being to develop an effectiveHSSprogramlevel riskframeworkwhich is sensitiveto clientexperiences/outcomes, Provider capabilities/performanceandlocational issues.
- Adoption of aclearerphilosophy ofproblemsolvingandrectificationas being at the heart of timelyandappropriate issuesescalation andmanagement.Early priorityaction in thisregardbeing to adoptsuch an explicitphilosophy andset up an effectivemanagementsystem,including an Issues Register.
RelevanceofRecentNewcastleExperience
Thegenesis of this Review was concern identified by theindependent reportof Ernst &Youngaroundoverallwhole‐of‐programassurancein terms of achievement of HSSObjectives, particularlyinrelationtocontractperformancemanagement,followingproblemstheyinvestigated inNewcastle,specifically aroundaccommodationstandards.
To some extent Newcastle isa special case,representing the convergence over an extendedperiod of time, of aroundsix years or so, of a set ofcircumstances, aroundconflicting philosophies and political andsocial agendas. Nevertheless, Newcastle wasandshould bea ‘wake up call’ for HSS. Theirony of Newcastle is that exceptfor a relativelysmallsurgein arrivals involving someverylarge families andthe attendant impact on accommodation issues of such largefamilies,Newcastle operates in a relativelysteadystate.It hasnot beenimpacted by surges of Irregular Maritime Arrivals norsignificant changes in thearrival cohort such as higher than previous numbers of adult single males andunaccompaniedminors.
Mostof theissues in Newcastle aroundrefugee settlement restwith thesupplyside– the stakeholders, theProviders andDIAC(and of coursethe housing market).They continue to representan ongoing challenge to DIACeffectiveness particularly in regardto relationship management. TheReviewin its investigations was not ableto discern either comparable complexities or acute problems in other Regions although, in a number, quite specificchallenges certainlyexist.Similarly, therearelocalities wheresignificant opportunities also exist to enhancethe effectivenessof settlementprograms, particularly in some regional centres.
EmbeddedProgramRisks
Overall theReview’s major concern for futuremanagementandachievement of HSSor similar objectives is the cumulative impact of thecurrent Irregular Maritime Arrival surges withtheir associatedcohort changes.Thesechanges arealreadyembeddedin thepipelinefromdetentionto communityfor at least the next 18 months.
Although historically themajorityof IHSSclients (72per cent in 2010‐11) wererecipients of offshore visas,for theHSSperiodfromApril to August2011 thishas evenedout somewhat with 53 per cent offshoreand47per cent onshore.It is theimpactof Irregular Maritime Arrivals as they arereleased fromImmigration DetentionCentres that currentlyplacespressure on the HSS.Offshoreprocessed arrivals enter HSSat theendof a planned,sequencedandrelativelypredictableprocess which does not usually involve significantnumbers at one time (or surges as described by some Providers).
TheIrregularMaritime Arrival surges,recentlyupwards of 250 in some weeks,have also been associatedwith significant cohort changes(particularlyincreasednumbers of single males and unaccompaniedminors). In addition, thenatureandquality of DIACrelationships with andoften informationaboutclients is understandablymorevariablefor thosereceiving visas fromdetention.
Ofparticular concern is the abilityof DIAC, theHSSprogram, andProviders,to adequatelyprepare for thesurgesof Irregular MaritimeArrival releasedfromImmigration Detention Centres when the overwhelmingimperative is to movefamilies andindividuals as quickly aspossiblefrom the detention environment to the community. On theone handthis imperative,shared by both DIAC andclients alike, needs to bebalancedwiththeneedfor all parties to properly exercisecarein this initial andcritical earlyphaseof settlement.
At thelevel of day to day operations each surgerequires aprocesswhichexpeditesplacement but which providesthetime andcapacityto ensurea sound andeffectivereferral andplacementwhich facilitates client wellbeing.At a time of increasednumbers,larger than previoussurges and significantchanges in the characteristics oftheIrregularMaritime Arrival cohort, the right balance is important.An overemphasis for example, on swift placement at the expenseof an abilityto respondon thegroundto urgent, but undocumented, health needs may not demonstratethe appropriate exerciseof care.
There is a realriskthat theHSSmodel willcontinue to havedifficultyin copingwith andresponding to theneeds of single adult males andUnaccompaniedHumanitarian Minors andmay require modification.At thesametime recent DIACinitiativessuch as communitydetention andprograms for unaccompaniedminorswhich also involve outsourcing to Providers may increaseDIAC’s coordination risks in andaroundHSS.Irrespective however,of enhancements to theservice delivery model under HSSor elsewhere, critical elements which require improvementare theDIAC placement referral policies andprocedures as clients aremanagedfromdetentionto thecommunity.
MovingForward
Theculminationof theworkof theReview together withtheDIACinternal audit of HSSShort‐term andLong‐termAccommodation andother systemic initiatives arising fromtheErnst& Young Review nowprovides a soundplatformfor DIACto moveforwardwith implementationof HSS. Progressive implementationof the rangeofsystemic HSSchanges arising fromthese initiatives should bedeliveredandcoordinatedthrough a special purposeNationalOffice implementation team in cooperationwith theHSSprogramandother areas of Settlement andrelevant DIACcorporate supportfunctions.
Where specificservicedeliveryor contract managementmatters relating to particularProviders have arisen theseshould beaddressedwithin theday to day contract managementadministration frameworktoan agreedtimetableandtheresults communicatedto theimplementationteam.
It would beappropriate, in the Review’sassessment, for an evaluation oftheHSSprogramacross servicedeliveryoutcomes andmanagement(including implementationof this Review’s recommendations)to beundertaken by DIACin andaroundJune2012with stakeholder and independent involvement inthemanagement of theevaluation. In themeantime DIAC must continue to workclosely with Providers andstakeholdersto maximise on a day to daybasis the opportunities for improvedclient outcomes which should arisefromthe DIACinitiativesof thelast few months.
Finally, theReview in light oftheComplexity andStress (seeabove) of andon HSSand the discussion aboveon EmbeddedProgramRisks,andcomments at 2.4about thecurrent HSS Operating Environment, considers thesematters needto beplacedin a broader emerging settlement context. On balance theReviewconcludes that current political discussions and controversy about policies andpractices in respect of IrregularMaritime Arrivals ‐ whatevertheir outcome‐ willleadto further challenges to DIAC’s frameworkof settlement activitiesandthe programswithin.DIACneeds to commenceto thinkthrough how its Settlement Frameworkand specific programs might evolvein thefutureandin themanner in whichnew featuresof both demand(e.g.IrregularMaritime Arrivals, UnaccompaniedHumanitarianMinors,singleadults etc) andsupply(e.g.communitydetention) might beaddressedand, as appropriate, integratedinto an emerging Framework.At thesametime the Frameworkneeds to continue to respondto appropriate levels of offshorehumanitariansettlement.In anycaseit is extremelyunlikely that thefuture demands on DIACoutsourcedsettlement services will diminish.
Similarly,on the groundwithin thesettlementsector there is a reservoir of skills,experienceand commitment,andas evidenced by theReview, thereisa needandopportunity to harness these in a moreintegratedandcoordinatedmanner to respondto andaddress theneeds of clients. Accordingly,theReview recommends thatDIAC, at theappropriatetime,undertakes a fundamental review of its overall SettlementStrategy andFrameworkandthevarious ways in which informed programresponses can bedevelopedto meet changedandemerging circumstances and characteristicsaroundtheintake of humanitarianclients andemerging policy considerations.
DavidRichmondAO
2.Purposeand Terms ofReference
2.1.ReviewPurpose
This Reportto theMinister for Immigration andCitizenship is theReportof theIndependent Reviewerappointedon 30 May 2011 by theMinister to investigate and evaluatetheeffectiveness of theoversight andmanagement of thecurrent HumanitarianSettlementServices (HSS)program’s delivery modelandoverall programmanagement.
This Review was commissioned by theMinister for Immigration andCitizenship in light of the findingsof a review conducted by Ernst & Young into Provisionof HumanitarianSupportServices in theHunterRegion, thereportof which the Minister andParliamentary Secretary publiclyreleasedon23 May 2011 (seevarious references throughout this ReviewReport andin particular Section 5.8).