Stakeholder engagement
I observed … consistently excellent dealings by departmental officers with clients. … noteworthy was the way in which people were treated respectfully, humanely, and fairly, and information was imparted very clearly and with commonsense. David Manne, Coordinator and Principal Solicitor, Refugee and Immigration Legal Centre, following a visit to the compliance area of the Victorian State Office.
An excellent example of how a government department should go about informing and listening to its non-government partners. Paul Power, CEO of the Refugee Council of Australia, following a Practitioner Information Forum.
... my colleagues have spoken highly of their contacts with DIAC staff, both nationally and locally, and of the consultative attitude of the whole organisation. ‘People Our Business’ is clearly more than a mantra. Dr Bruce Mackintosh, member of the DIAC Industry Stakeholders Consultations and spokesperson for the Group of Eight International Directors.
This anecdotal feedback is indicative of the quality of community and stakeholder confidence to which the department aspires. While there is a long history of working with third parties to develop policy and implement government decisions, building stakeholder relations was one of five strategic priorities in 2006-07.
Analysis of the department’s stakeholders highlighted the diverse nature of our engagement and the large number of individuals and groups who work with it. A central register was developed which allows easy and regular communication from the secretary and others with key groups of stakeholders and individuals.
Importantly for improved performance, the department’s stakeholder map forms a template which is now used throughout the department as an integral part of business planning. Plans for 2007-08 will map and analyse key stakeholders and their issues and roles in achieving objectives. This is a disciplined focus on a key business success factor and provides a consistent source of data for central analysis, update and improvement.
A stakeholder page on the department’s website now provides information on our activities, on the terms of reference and membership of our formal engagement structures and dates of their meetings. This site will be enhanced during 2007-08. A mailbox allows for ongoing communication.
The secretary chairs a new high-level steering committee which oversees the agency-level activity and reviews the formal engagement structures in light of the map of stakeholders. While most stakeholder categories had clear lines of communication with the department, others did not. A range of options is being considered to enhance the department’s engagement programme in 2007-08.
For the first time a budget briefing was held for stakeholders. At the highly successful event the minister provided an overview of the portfolio initiatives, met stakeholders and answered questions. The event is likely to become a feature of an annual engagement programme along with ministerial consultations on the migration and humanitarian programmes, other key consultations and dialogues and the new Practitioner Information Forums to start each programme year. The first forums in four states are to be held in July and August 2007.
Staff were consulted in developing supportive high quality stakeholder relationships.
At year end the material was being revised in light of comments from staff and external stakeholders. It had been used in leadership training programmes for more than 100 executive level staff.
While a start was made, the development of useful measures to monitor the effectiveness of our stakeholder engagement was not completed. Value Creation Workshops with a limited range of stakeholders in June 2007 revealed that much good work has occurred, but that there is still a way to go.
Performance reporting in this area is seen as crucial to ongoing improvement and will receive priority during 2007-08.
A willingness to listen, to engage in robust dialogue and to be open to constructive feedback is crucial. Informal feedback at various levels and across wide areas of departmental work is that relationships are moving in the right direction but that the effort needs to be sustained if benefits are to be realised by both the department and its stakeholders.