Introduction

1.1 Public communication is the government function to deliver information and listen to and respond to citizens (or clients) in the service of the common good.⁹ Accountable authorities have wide discretion in managing and resourcing such activities¹⁰ and many entities have established a specific internal capability for this purpose.

1.2 The Department of Home Affairs’ (the department or Home Affairs¹¹) mission is to:

[w]ork together with the trust of our partners and community to keep Australia safe and secure, and support a cohesive and united Australia open for global engagement.¹²

1.3 The department is responsible for coordination, strategy and policy leadership in relation to cyber and critical infrastructure resilience and security, immigration, border security and management, counter terrorism, the protection of Australia’s sovereignty, citizenship and social cohesion.

Public communications and media arrangements in Home Affairs

1.4 Public communications in Home Affairs is delivered through a number of channels including digital, phone, paper and in-person. Technological advances and social trends continue to shift the way people interact and create opportunities and challenges for how governments engage with the public. Digital technology allows governments to easily reach citizens and provide information, through social media, websites, blogs, and online advertising. However, this has not removed the need for direct engagement with citizens through non-digital channels, such as telephone and community liaison.

1.5 As a subset of public communications, media activities in Home Affairs includes drafting and coordinating media releases, media enquiry responses, talking points, proactive media, awareness and monitoring of media issues relevant to its remit.

1.6 Public communication relies on two components — delivering information and responding and listening to citizens. Table 1.1 summarises the three business areas within Home Affairs and their responsibilities as they relate to public communications and media activities.

Table 1.1: Summary of relevant business area roles and responsibilities as at October 2022

Note a: For example, Home Affairs’ clients include individuals or families applying for a visa.

Note: The table reflects structure, roles and responsibilities as they were assigned during the course of audit fieldwork and are subject to change.

Source: Home Affairs documentation.

1.7 In addition to business-as-usual public communications, Home Affairs administers four programs funded by specific budget measures that have a public communication component:

• Joint Agency Task Force Operation Sovereign Borders;
• Strengthening Australia’s Social Cohesion;
• Countering Violent Extremism; and
• Global Business and Talent Attraction Taskforce.

1.8 The Global Business and Talent Attraction Taskforce was not examined in this audit. The ANAO’s 2022–23 Annual Audit Work Program contains a potential performance audit of the skilled migration program, which may include this measure.¹³ Joint Agency Task Force Operations Sovereign Borders, Strengthening Australia’s Social Cohesion and Countering Violent Extremism are discussed further in paragraphs 2.11 to 2.19.

Media and communication

1.9 In December 2020, Home Affairs commissioned a Management Initiated Review of its Media and Communication branch. The review found that:

• the role and remit of the branch was not well defined, nor understood by other business areas;
• organisational structure created duplication and reduced effectiveness; and
• the absence of a media and communication framework created inconsistencies and limited the branch’s ability to enhance its service delivery.

1.10 On 22 June 2021, the departmental Operations Committee¹⁴ approved a Media and Communication Framework (Framework) and agreed that ‘all future departmental communications align with the framework’. The Framework outlines the strategic, programmatic, and procedural management of Home Affairs’ communication and media activities (see Figure 1.1).

1.11 The purpose of the Framework is set out below.

1. Clearly articulate the alignment and relationship between the department’s media and communication objectives and Home Affairs’ corporate performance and risk measures.

2. Clearly articulate the expected outcomes for effectively and appropriately delivering the Department’s media and communication objectives.

3. Establish appropriate expectations regarding evaluation practices.

4. Align communication and media activity performance reporting practices with … established and mature corporate reports—including quarterly performance reporting and regular Enterprise and Strategic Risk profile reporting—to provide the Senior Executive and public with assurance that:

• the department’s public communication and media effort delivers meaningful results;
• the Executive are being updated on sensitive issues as they arise;
• information on the achievement of outcomes or reasons why activities have not been completed are consistent with timeliness targets; and
• resources are being allocated appropriately.

Client service delivery

1.12 The Framework does not cover client service delivery. However, in practice, client service delivery strategies, policies and procedures align with the Framework’s three tiers.

1.13 Home Affairs’ channel¹⁵ management is currently guided by the Channel Strategy 2017–20. The Channel Strategy:

sets the vision for the [department] for seamless service delivery interactions across channels [and] … sets the direction for how the Department will deliver high quality consistent, cross-channel experiences that leverages technology and digital offerings to deliver migration, customs and trade services.

1.14 Service design was prioritised by the department in 2019–20.¹⁶ This led to the department expanding service design principles internally. In July 2021, the department finalised the Service Design Capability Hub.¹⁷ The capability was introduced to:

[b]uild and grow the Department’s awareness, understanding and capability in service design and work within the Government ecosystem to achieve its goal to be a global leader in innovative service delivery.

1.15 Home Affairs advised the ANAO in January 2023 that the Service Delivery Strategy 2023–27 was being developed with the intent to ‘be a broader high-level document to guide overarching strategic intent and principles for service design and delivery’.

Previous coverage

1.16 This audit follows Auditor-General Report No. 24 2019–20 Defence’s Management of its Public Communications and Media Activities. The audit found that the Department of Defence’s (Defence) arrangements for the management of its public communications and media activities was in transition and not fully effective. Defence had a largely established framework for these activities. However, it did not clearly articulate its overarching objectives or expected outcomes, and internal reporting primarily focused on outputs.¹⁸

1.17 In 2021, the Organisation for Economic Co-operation and Development (OECD) published the OECD Report on Public Communication. This report presented a baseline assessment and examined relevant government policies and practices across 46 countries and 63 institutions. The report highlighted that:

When conducted strategically and in the public interest, communication is a pillar of democracy; yet, it continues to be under-valued and under-utilised as an instrument for achieving governance objectives.¹⁹

Rationale for undertaking the audit

1.18 Home Affairs maintains a capability to manage public communications and media activities. The OECD identifies accurate and timely information as critical for policy implementation and compliance, and a prerequisite for transparent, accountable, and responsive public administration.²⁰ This audit provides assurance to the Parliament of the effectiveness of Home Affairs’ management of its public communications and media activities.

Audit approach

Audit objective, criteria and scope

1.19 The objective of this audit was to examine the effectiveness of Home Affairs’ management of its public communications and media activities.

1.20 To form a conclusion against the audit objective, the ANAO adopted the following high-level criteria.

• Does Home Affairs have fit-for-purpose arrangements to manage its public communications and media activities?
• Do Home Affairs’ public communications and media activities achieve their intended outcomes?

1.21 The audit focused on the whole-of-department framework for public communications. The audit did not assess the department’s management of campaigns²¹, Freedom of Information requests²², nor the consistency of content communicated by the department.

Audit methodology

1.22 The audit methodology included:

• a literature review of government public communication;
• an examination of Home Affairs’ documentation;
• an assessment of Home Affairs’ processes;
• meetings with relevant Home Affairs staff;
• a survey of Home Affairs employees to assess awareness of, and experience with, public communications internal service providers; and
• a consideration of three citizen contributions.

1.23 The audit was conducted in accordance with ANAO auditing standards at a cost to the ANAO of approximately $401,000.

1.24 The team members for this audit were Zoe Pilipczyk, Benjamin Harwood, Joanna Giang, Kathryn Longstaff, Glen Ewers and Alex Wilkinson.

2.1 Home Affairs’ public communications and media activities aim to ensure ‘the department’s policy and decision-making is appropriately recorded and communicated to government and the public.’²³ Fit-for-purpose communication arrangements include a strategic approach, complemented by effective guidance and processes. These arrangements provide a basis for Home Affairs to work collaboratively with other government entities, industry groups, international organisations, non-government organisations, academia, and community groups to achieve its purposes.

Does Home Affairs take a strategic approach to its public communications and media activities?

Home Affairs’ public communications arrangements

2.2 Guided by the Organisation for Economic Co-operation and Development’s Report on Public Communication, the ANAO considered Home Affairs’ public communications arrangements and examined whether the department’s arrangements included:

• communication strategies that were a written record, were current and included a specified timeframe, identified a communication solution to a problem, set an approach, and identified the activities to be carried out;
• communication strategies complemented by communication plans detailing the content to be delivered and actions to be taken in sequence; and
• communication strategies that were evidenced based.²⁴

2.3 As set out in Table 1.1, Home Affairs’ public communication functions are predominantly conducted in three business areas: Media and Communication; Service Delivery Operations; and Community Engagement. Table 2.1 summarises the ANAO’s assessment of Home Affairs’ public communication strategies.

Media and communication

2.4 Home Affairs’ Media and Communication Framework (the Framework) is the overarching strategic document for the department’s media and communication activities (see Figure 1.1). The Framework includes:

• at the strategic level, two draft public communication strategies — one for the Department of Home Affairs and one for the Australian Border Force (ABF);
• at the programmatic level, the social media approach for the department and ABF, and policies; and
• at the procedural level, standard operating procedures.

2.5 The Framework and strategies were evidenced by the:

• branch operating model and its key principle of media enquiries and strategic communication, being coordinated through the Media and Communication branch; and
• findings and outcomes of the Management Initiated Review (see paragraph 1.9).

2.6 In September 2022, Home Affairs advised its intention for business planning to include short-term, measurable action items that outline how the Media and Communication branch will meet Framework objectives.²⁵

2.7 Despite being ‘tier one’ documents in the Framework²⁶, neither of the two accompanying strategies, or the framework itself, included timeframes or a communication plan. This presents the risk that the framework and two strategies could become outdated, and misalign with documents contained in tier two of the Framework. In the absence of communication plans, the department had documented its social media approach, an overarching policy, and a series of standard operating procedures to guide officials on the activities outlined in the strategies.

Client service delivery

2.8 The department’s client service delivery is delivered through channels, including digital, phone, paper and in-person. The Channel Strategy 2017–20 and draft Service Delivery Strategy 2023–27 are the strategic documents for channel management and service design, respectively. The draft Service Delivery Strategy 2023–27 was scheduled to be finalised in December 2022. These strategic documents are not accompanied by a communication plan or an approved business plan that includes timeframe metrics. Policy and standard operating procedures exist.

2.10 The client service delivery strategies are evidenced by:

• data-related frameworks and guidelines²⁷;
• client experience, including user perception and duplication of effort;
• the need to improve client services based on available data, and future trends; and
• the department’s current workload.

Strategic communication programs

2.11 The department has received funding for several measures that have a strategic communication component.²⁸

Joint Agency Task Force Operation Sovereign Borders

2.12 The 2013–14 Federal Budget included ‘$205.8 million to combat the current rate of people smuggling to Australia’.²⁹ Between 2014–15 and 2022–23, an additional $318.6 million was provided to the department for related measures, a component of which was for public communication and media activities.

2.13 The Joint Agency Task Force Operation Sovereign Borders (JATF OSB) Strategic Communication Section³⁰ designs and delivers the program’s strategic communication campaign. The JATF OSB Communication Strategy 2021–22 included timeframes, contained recommended approaches and activities according to defined stakeholders, was supported by a communication plan, and was informed by audience insights and behavioural analytics, data analytics, and intelligence capabilities.

Strengthening Australia’s Social Cohesion

2.14 In 2019–20, the department was allocated ‘$27.2 million over four years for a package of initiatives to foster belonging and break down barriers to social and economic participation for Australian immigrants, and create stronger communities.’ In 2020–21, a further ‘$62.8 million over five years was allocated to strengthen Australia’s social cohesion and community resilience in the COVID-19 recovery period.’

2.15 Strengthening Australia’s Social Cohesion is comprised of two communication programs — Promoting Australian Values and Countering Mis/Disinformation. Strengthening Australia’s Social Cohesion is delivered in English and in-language.³¹ The Strengthening Australia’s Social Cohesion strategy aligns with the principles outlined in paragraph 2.2. Home Affairs developed one communication strategy covering both programs.

2.16 The Strengthening Australia’s Social Cohesion’s strategy was evidence based and informed by:

• an analysis of the socio-political environment, including the Australian Cohesion Index³²;
• audience insights and behavioural analytics, including media consumption habits and social media platform preferences; and
• consultation and engagement with advisory experts, including community liaison officers.

2.17 More specifically, the Promoting Australian Values component of the strategy was informed by quantitative analysis of program awareness in the community and collaboration with community organisations and national cultural and collecting institutions.

Countering Violent Extremism

2.18 Countering Violent Extremism includes two programs targeting Religiously Motivated Violent Extremism³³ and Ideologically Motivated Violent Extremism.³⁴

• The Religiously Motivated Violent Extremism and the Ideologically Motivated Violent Extremism public communication strategies aligned with the principles outlined in paragraph 2.2, with the exception of including timeframes. Each program has its own communication strategy and communication plan.

2.19 Countering Violent Extremism’s strategies were evidence based and informed by:

• audience insights and behavioural analytics, including media consumption habits and social media platform preferences;
• consultation and engagement with advisory experts, including community liaison officers; and
• academic research, feedback received from the public via online platforms, and statistical data of previous years’ program outcomes to feed into new activities.

Enterprise planning

2.20 Accountable authorities must measure and assess the performance of the entity in achieving its purposes.³⁵ Performance measurement and monitoring using appropriate key performance indicators (KPIs) provides decision-makers with a valuable source of information to maximise proper use of available resources.

2021–22 Corporate Plan

2.21 An accountable authority must prepare a corporate plan for an entity at least once each reporting period.³⁶ In 2021–22, Home Affairs had:

• three purposes³⁷;
• ten strategic priorities³⁸; and
• sixty-one performance metrics.

2.22 In 2021–22, 20 per cent (12 of 61) of Home Affairs’ performance metrics either explicitly or implicitly included public communications activities. This was spread across all three purposes (see Figure 2.1) and supported seven of its ten strategic priorities (see Figure 2.2).

Figure 2.1: Distribution of 2021–22 performance metrics with a public communication component against the department’s purposes

Source: Analysis of Home Affairs’ 2021–22 Corporate Plan.

Figure 2.2: Distribution of 2021–22 performance metrics with a public communication component against the department’s strategic priorities

Key: (1) future proof capabilities, (2) secure cyber, identity, data, critical infrastructure and critical technology, (3) improve trade efficiency, (4) counter terrorism, (5) manage migration and travel, (6) fight crime, including transnational, serious and organised crime, (7) promote a cohesive Australia and counter foreign interference, (8) counter child exploitation, (9) manage emergency response and national coordination and (10) secure the border.

Note: One performance metric may relate to one or more strategic priorities.

Source: Analysis of Home Affairs’ 2021–22 Corporate Plan.

2021–22 division business plans

2.23 Integrated business planning enables effective and informed decision-making and supports an entity to achieve its purpose. Business plans provide a line of sight between activities, the purposes outlined in the Corporate Plan. In 2021–22, 35 divisions or groups developed a business plan. These business plans contained 1617 KPIs.

• Seven per cent (N = 107) of divisional KPIs either explicitly or implicitly included public communication activities.
• Twelve per cent (N = 13) of KPIs that relied on public communication activities were not aligned with a strategic priority listed in the corporate plan.³⁹ The remaining 94 KPIs supported eight of the department’s 10 strategic priorities.⁴⁰
• Outside of the Media and Communication branch, one division (Citizenship division) explicitly listed media activities as a KPI.

2.24 The highest proportion of 2021–22 KPIs with a public communication component were related to the strategic priority to ‘promote a cohesive Australia and counter foreign interference.’ Communication programs supported this strategic priority.

2.25 The ANAO applied the SMART model to examine the department’s KPIs.⁴¹ This model provides five criteria to consider when developing objectives.⁴² Table 2.2 shows the Media and Communication’s, Service Delivery Operations’, and Communication and Engagement’s branches KPI alignment to the SMART model.⁴³ These KPIs were extracted from the relevant divisional business plans.

Table 2.2: Key performance indicator alignment to the SMART model for relevant business areas

Key: S — specific, M — measurable, A — assignable, R — realistic, T — timebound.

Note a: Specific and measurable.
[T]hree key features that make communication objectives measurable are (a) they should be specific … (Specific communication objectives should contain numbers such as target volumes or percentages and dates) …; (b) baseline data should be available for post-program comparison; and (c) evaluation should be planned.⁴⁴

Source: Analysis of 2021–22 divisional business plans.

Specific and measurable

2.26 Twenty per cent of the KPIs were both specific and measurable. For example, one Service Delivery Operational KPI for the Global Feedback Unit was ‘Timeliness of responses (response standards met)’:

• acknowledge 90 per cent of client feedback within two working days of receipt; and
• respond to 90 per cent of client feedback within 15 working days (starts from date of receipt, which is also when the feedback is referred to the responsible business area).

2.27 Making this indicator specific to the service standards supports management oversight, improves quality of reporting, and allows activities to be measured over time to ensure service standards remain appropriate.

Assignable and time bound

2.28 The department’s business planning process ensures KPIs are assigned and timebound. All KPIs reviewed met this requirement.

Realistic

2.29 Realistic objectives can be achieved, given available resources. All KPIs were assessed as realistic. However, the lack of specificity of the KPIs limited this assessment. For example, the KPI ‘Number of engagements by region’ will be met regardless of how many engagements by region are made, if any.

2.31 The department advised that it intends to ‘update its business planning template for 2022–23’ and to include ‘further guidance on targets and milestones.’ Updates to this guidance should:

• focus on actions that contribute to it achieving its strategic objectives; and
• define categories that are to be measured differently, such as responses to media queries and speech preparation, or benchmarked differently, such as priority and routine requests.

Public communication risk

2.32 In 2021–22, each business area with public communications responsibilities⁴⁵ identified public communication risks.⁴⁶ Each risk aligned with enterprise-level risks in people management, business planning and organisational compliance. Each risk had an assigned owner and had controls in place. Controls were identified in risk assessments⁴⁷, and their effectiveness was reported every three months at the enterprise-level.

2.33 During the audit, the ANAO identified several actions taken by the department to manage public communication risk.

• The department identified that ‘the inability to provide accessible web content and functionality for clients with disability is a reputational risk.’ In May 2021, Home Affairs self-assessed its websites as non-compliant with Web Content Accessibility Guidelines 2.0 AA.⁴⁸ The department advised that work is underway to address these limitations (see paragraphs 3.14 to 3.16).
• In November 2021, the Client Service Delivery and Transformation Committee⁴⁹ approved an ‘On-Demand Web Translation Framework.’ The Framework intends to manage risk of widespread translation across the department’s website (see paragraphs 3.25 to 3.29).
• In April 2022, the Media and Communication branch established a Communication Governance section⁵⁰ which aimed to ensure the branch has appropriate governance arrangements to provide communication and media activities.
• On 25 May 2022, the Secretary directed that administrative oversight for the JATF OSB strategic communication program transfer from Social Cohesion and Multicultural Affairs division to the Media and Communication branch. This reallocation was intended to ensure that the Media and Communication branch is responsible for oversight of all external communication activities.

2.34 Home Affairs’ strategic communication programs examined in this audit also consider risk.

• Six risks and controls were identified in delivering the Strengthening Australia’s Social Cohesion and Countering Violent Extremism communication programs.
• The JATF OSB Communication Strategy 2021–22 does not explicitly outline risks related to the communication material. Rather, it treats the communication activities as a mitigation against ‘Potential Illegal Immigrants’. For example, one of its objectives is to invest in ‘higher risk locations to ensure continued awareness of Australia’s border protection policies.’

Does Home Affairs have effective guidance and processes to manage its public communications and media activities?

Home Affairs internal communication service providers

2.35 Home Affairs’ public communications activities engage with a broad audience in Australia and overseas. Fit-for-purpose guidance and processes contribute to the department achieving its desired public communications outcomes. In line with the Framework (see Figure 1.1), the department has standard operating procedures for all public communications activities reviewed in this audit (see Table 2.3).

Table 2.3: Public communications activities examined in the audit

Source: ANAO.

2.36 The Media and Communication branch and Service Delivery Operations branch are the department’s public communications internal service providers.

2.37 The department promotes its public communications services internally.

• Several intranet pages outline the internal services available, who to contact and provide high-level guidance and templates on how to request these services.
• In May 2022, the Media and Communication branch established the Comms Connect group⁵¹ to build the ‘brand’ of the Media and Communication branch within the department.

2.38 Between 11 and 26 August 2022, the ANAO conducted a survey of the department’s Senior Executive Service Band 1, Executive Level 2 and Executive Level 1 officers to assess their awareness of, and experience with, the Media and Communication branch and Service Delivery Operations branch (the branches).⁵² Participants in the survey were selected from across Home Affairs on the basis that public communications activities were of particular importance to their role. A 46 per cent (337 of 725⁵³) survey response rate was achieved.

• Eighty-four per cent of respondents considered potential public communications and media impacts on their work.
• Seventy-six per cent of respondents said they consider potential public communications and media impacts in the planning stage of a program⁵⁴, whereas 16 per cent said they consider impacts at the development stage, and eight per cent at the implementation stage.
• Seventy-one per cent of respondents said they knew that services, support and resources were available to them to guide effective public communications and media activities.

2.39 Fourteen per cent of respondents said they had worked with both the Media and Communication branch, and the Service Delivery Operations branch in the 12 months prior to the survey being conducted. Media and Communication branch was engaged the most (63 per cent of respondents).

2.40 The survey also measured awareness of the internal service offerings and the quality of service provided. Over 75 percent of respondents were satisfied with their experience with internal public communications service providers and the range of services offered.

2.41 Survey respondents had the opportunity to list the top three characteristics that contributed to their rating. The team’s ability to respond promptly and being easy to contact underpinned the positive rating. Respondents who had average or negative experiences with the internal service offers had the opportunity to outline areas for improvement. The key areas included understanding the operating context, and remaining adaptable to the specific operating environment. Further details of survey response findings are in Appendix 3.

Guidance and processes

Impartiality

2.42 Home Affairs’ Australian Public Service (APS) staff are bound by the APS Values and Code of Conduct. The Australian Public Service Commission’s guidance on the application of the APS Values and Code notes that APS employees are required to be impartial, and that employees who are required to engage with the media, or publicly explain government policy as part of their official duties, should ensure that their conduct supports the need to act impartially.

2.43 Home Affairs’ service charter and integrity and professional standards outline that departmental staff are to uphold the APS Values and the importance of being impartial. Further, the Media and Communication branch policy guidance states that ‘the [d]epartment’s professionalism and reputation is enhanced by the creation and appropriate and timely distribution of quality, accurate, impartial and relevant information.’

2.44 Home Affairs has established a procedural instruction on the use of social media and other online services that ‘outlines [employee] obligations when using social media and other online services in a personal capacity’. The procedure specifies conduct that is not permitted, practical examples, and accountabilities such as the business area responsible for receiving referrals and making assessments of potential breaches of the procedure.

2.45 The Media and Communication branch’s policy has been updated to reflect that all staff ‘maintain impartiality and protect the department’s credibility by not providing any express, explicit or implicit endorsements of any external party, its products, services or staff, except as articulated and authorised under this Policy.’

Media engagement and management

2.46 Media engagement includes media enquiries, media releases and talking points. Media engagement for the ABF — due to the nature of its responsibilities — is more proactive than elsewhere in Home Affairs, which tends to be more reactive. The Media and Communication branch coordinates all media engagements. In 2021–22, the department:

• responded directly to 3125 of 3532 (88 per cent) media enquiries⁵⁵;
• produced 572 talking points documents; and
• published 212 media releases.

2.47 The department uses a spreadsheet to enter, track and close media engagements.⁵⁶ The branch records the type of request, the request source, and links the correspondence and response. In 2022–23, the tracker was improved to also capture response timeliness and referred enquiry types.

2.48 The department has documented guidance for its media engagement (see Figure 2.3).

Figure 2.3: Home Affairs’ media engagement process

Note: All requests are to be sent to a central email address administered by the Media and Communication branch.

Source: Analysis of the department’s standard operating procedures.

2.49 Departmental guidance documents the following steps to media enquiries or requests.

• Once a media enquiry or request is received, it is triaged by the Media and Communication branch, and assigned to a team member to manage. Home Affairs advised that due to the nature of its work, most enquiries are topical or sensitive. Staff use their professional judgement to determine the impact of each request. This informs prioritisation.
• Media and Communication branch drafts an initial response and sends it to the relevant business area for input. The content is approved by the relevant area’s Assistant Secretary (Senior Executive Service Band 1) and sent back to the Media and Communication branch to finalise.
• Once the Media and Communication branch approves the response, it is sent to the relevant Minister’s Office for noting. When the Minister’s Office has noted the response, it is either sent to the relevant stakeholder or uploaded to the relevant website.

2.50 The departmental Media Enquiry Process Standard Operating Procedure notes that timeliness is important, but does not include timeliness metrics.⁵⁷ Home Affairs advised it works with journalists to meet their timeframes as best it can.

2.51 Between 1 and 4 August 2022, the ANAO observed the Media and Communication branch respond to media enquiries and prepare talking points and media releases. Staff were asked questions and demonstrated their work. The ANAO observed the branch followed its standard operating procedures for these activities. Staff used the appropriate templates, record management system and internal reporting processes as outlined in their guidance.

Australian Border Force Newsroom

2.52 The ABF Newsroom⁵⁸ contains media releases on operational matters and updates. In 2021–22, there were 128 uploads to the ABF Newsroom. ABF Newsroom articles attracted 61,239 unique views. Figure 2.4 provides a breakdown of the focus of unique views of the Newsroom.⁵⁹

Figure 2.4: Percentage of ABF Newsroom unique views in 2021–22

Note: For the Statement on Mr Novak Djokovic, see https://www.abf.gov.au/newsroom-subsite/Pages/statement-on-mr-novak-djokovic-06-01-2022.aspx [accessed 19 December 2022].

For the Illegal maritime venture intercepted, see https://www.abf.gov.au/newsroom-subsite/Pages/illegal-maritime-venture-intercepted.aspx [accessed 19 December 2022].

Source: Department of Home Affairs.

2.53 Monthly updates on JATF OSB are uploaded to the ABF Newsroom. These statements include the number of ‘intercepted illegal maritime ventures and returned potential illegal immigrants’ within the reporting period.

Digital content

2.54 The shift from traditional communication formats to digital platforms has created new opportunities for public communication and client interaction. The department’s websites are its primary communication tool and source of information for clients and stakeholders. The Service Delivery Operations branch manages the department’s websites.⁶⁰ In 2021–22, 3279 requests to update content across its 18 departmental websites were completed.

2.55 Business areas are responsible for their specific departmental website content. To update a webpage, business areas submit an online form to the Service Delivery Operations branch. Requests require Senior Executive Service Band 1 approval.

• Guidance on preparing online content is available on the department’s intranet. This includes levels of approvals, guidance about creating content, and ensuring it is in plain English and easy to understand. The intranet links to the Hemingway App Website⁶¹, the Web Content Accessibility Guidelines⁶², and the Australian Government Style Manual.⁶³
• Accessibility training is available to all Home Affairs staff. In 2020–21 and 2021–22, 13 staff members completed this training. Five of the 13 staff were from the Service Delivery Operations branch.
• The Service Delivery Operations branch has internal guidance that defines the roles and responsibilities of the content authors, the approver, and the web publisher. The web publisher checks that content meets online publishing requirements and standards.

Social media

2.56 Social media facilitates direct interaction between government agencies and citizens on an ‘always on’ basis. The department’s Social Media approach is to promote a positive image to the public, disseminate critical business information, share important messages and events and enhance the reputation of the department and ABF.

2.57 The Media and Communication branch manages the department’s social media accounts. Home Affairs and ABF have Facebook and LinkedIn profiles. ABF also has an Instagram and Twitter profile. The department uses online dashboards to track social media metrics, such as follower count, post engagement, and sentiment analysis.

2.58 As at 30 June 2022, the department had a combined social media following of 612,137 across two accounts, and ABF had 248,674 across a further four accounts. In 2021–22, there was a growth in followers across the department and ABF of 25,128 (four per cent) and 20,222 (nine per cent) respectively. All accounts had a growth in followers across 11 of 12 months in 2021–22. The ABF Instagram page had the highest growth in followers (20 per cent), while the department Facebook profile had the lowest growth (three per cent).

2.59 Home Affairs has guidance and templates to support staff develop and publish social media content.

• The Media and Communication branch works with business areas to develop social media content. A request may come from a business area, or the Media and Communication branch may identify an opportunity to develop social media content.
• The Media and Communication branch provides the draft content to the relevant business area for input. Home Affairs’ social media is approved by the responsible business area delegate before it is returned to the Media and Communication branch for final content approval and publication. In October 2022, Home Affairs updated its guidance to ensure it reflected the appropriate clearance delegation.

2.60 Home Affairs social media accounts have content filters that remove comments and posts that are inappropriate.⁶⁴ In accordance with established procedures, staff monitor engagement dashboards and Home Affairs social media accounts daily for comments and posts that slip through the filters or contain sensitive information. Home Affairs advised, that moderators do not respond to, or engage with, individuals on its social media accounts. All of Home Affairs’ social media accounts included links to the appropriate website.

2.61 The department also has a Facebook and Instagram profile for Promoting Australian Values and Countering Violent Extremism. Countering Violent Extremism is comprised of two programs — Rapt! and Fearlessly Australian (see paragraph 2.18). These channels are managed by external service providers.⁶⁵ In December 2021, the Promoting Australian Values program had a growth objective to increase subscribers from 2442 to 5000 subscribers by 30 June 2022. As at 25 August 2022, Promoting Australian Values had a total of 3687 followers.⁶⁶

2.62 Table 2.4 provides an overview of the Home Affairs Facebook and Instagram activities and reach for July 2022.

Table 2.4: Home Affairs Facebook and Instagram post statistics in July 2022

Source: Analysis of the department’s social media accounts.

2.63 Home Affairs posted a range of content on its channels, averaging at least one post per day in July 2022.

• Local hero awards were the most posted content for Home Affairs, and recruitment was the most posted content for the ABF.
• A meme⁶⁷ about traveller declaration cards received the most likes and comments in July 2022 (see Figure 2.5).

Figure 2.5: Home Affairs’ most liked social media post from July 2022

Source: ABF Facebook.

2.64 On average in July 2022, Promoting Australian Values posted every two days, Rapt! posted every four days, and Fearlessly Australian posted every 15 days. Prior to July 2022, Promoting Australian Values, Rapt! and Fearlessly Australian had not posted on these channels since April 2022. Promoting Australian Values reposts the same content in different languages and with video captions.⁶⁸

External events

2.65 The Media and Communication branch does not manage public events, but supports the responsible business areas.⁶⁹ Support may include assistance developing communication plans, as well as media releases, talking points and speeches for senior executives and ministers. In 2021–22, the Media and Communication branch developed a communication plan for Australian Citizenship Day, Australia Day, Harmony Week⁷⁰ and Refugee Week. Case study 1 shows the department’s involvement in Refugee Week 2021.

Note a: An organic social media post is one that has not been paid for, whereas a sponsored post has been paid for.

Note b: See paragraph 2.25.

Community engagement

2.66 The department uses community engagement to include Australia’s diverse communities in efforts to protect Australia’s sovereignty, safeguard Australia’s social cohesion, and strengthen national resilience in the national interest. The Communication and Engagement branch coordinates the departmental Community Liaison Officer network to support community engagement as its primary function.

2.67 Community Liaison Officers⁷¹ engage with multicultural community leaders and groups, non-government stakeholders and all levels of government, to understand diverse perspectives. The objective of this community engagement includes but is not limited to:

• establishing and maintaining relationships with community leaders to develop an understanding of matters relevant to key communities; and
• providing community leaders with information about government policies, programs, grants and services, including in key community languages other than English.

2.68 Community Liaison Officer engagement is used to discuss topics such as COVID-19, settlement, citizenship, visa, and domestic and family violence. Community engagement supports the department’s sentiment analysis on key issues facing Australia’s communities. Sentiment analysis was conducted regarding COVID-19, including mis- and dis-information, vaccination, border reopening and sharing COVID-19 related information.

2.69 The department uses community engagement planners to forecast future engagements. The draft Multicultural Community and Social Cohesion Engagement Strategy 2020–2021, lists that planners define and identify:

• the purpose of engagement and primary topic of discussion;
• relevant community information that will inform community and departmental objectives and planning;
• mode of delivery (teleconference or in-person);
• other relevant departmental and government agencies; and
• measuring and reporting processes and outcomes.

2.70 Between November 2021 and June 2022, the department engaged in 5773 community engagements (see Table 2.5). Just under two per cent of these engagements were in-language.

Table 2.5: Community engagements between November 2021 and June 2022

Source: Department of Home Affairs.

2.71 The department uses a spreadsheet to track community engagement at a state and territory level.⁷² The department records engagement details such as engagement attendees, attendee ethnicity or religion, engagement contact method and language delivery, lead staff, key issues raised and any additional comments.

2.72 Community engagement refers to activities such as meetings, phone calls, emails and conferences. ANAO analysis found inconsistent application of the department’s definition of community engagement. For example, an email sent to a community leader was recorded as community engagement, regardless of a response being received. Auditor-General Report No. 38 2021–22 Administration of Critical Infrastructure Protection Policy did not consider advisory emails sent to an entity as a measure of engagement.⁷³

2.74 The ANAO observed four community engagements across August and September 2022. These engagements were an informal discussion between departmental staff and community members that lasted 20 to 60 minutes. Community representatives provided an update since the last engagement and identified emerging issues. The department enquired about other key issues to gauge community sentiment. The department referred community members to publicly available information or stated that they would compile targeted resources to include in a follow-up email.

Client enquiries

2.75 The department uses an external provider to manage its client enquiries through the Global Service Centre.⁷⁴ Client service representatives answer calls based on a three-tier framework.

• Tier 1: answers can be found in the public domain.
• Tier 2: answers require access to business systems.
• Tier 3: answers are escalated within the department to resolve.

External service provider performance

2.76 The Client Enquiry Service Agreement defines the roles and responsibilities of the department and the external service provider. The department and the external service provider use KPIs to maintain agreed service and performance levels. The KPIs are: grade of service, and average handling time.

2.77 As at March 2022, the average handling time was 11 minutes and 24 seconds, 2.2 per cent higher than the previous quarter. The average speed to answer was 28 minutes and 11 seconds, seven minutes and one second higher than the previous quarter.

2.78 Under the grade of service KPI, the department requires 85 per cent of ‘calls are to be answered by an operator within six hundred (600) seconds unless the caller abandons the call within those six hundred (600) seconds.’ In 2021–22, the external service provider achieved 48.9 per cent against this 85 per cent KPI. In June 2022, Service Delivery and Transformation business plan reporting included:

[Service Delivery Operations] branch continues to work collaboratively with the [Global Service Centre] service provider … to address ongoing performance issues. [The provider] has met the additional costs of the capacity recovery work and the Department continues to impose service credits for their ongoing failure to meet the contracted [service]. A remediation plan was agreed with [the provider] in Q3 and those initiatives are showing early promise in increasing capacity and resilience, with increases in [service] across each month since January 2022 – from a low of 16.6% in January 2022 to a high of 49% in June 2022. [The provider] has forecast recovery in Q1 2022-23.

2.79 The remediation plan increased the grade of service, and in September 2022, departmental external service provider performance reporting showed that it had met the KPI of a grade of service being 85 per cent or higher.⁷⁵ Between April and September 2022, rates of abandoned calls within 600 seconds decreased from 46.7 per cent (59,377) to 8.5 per cent (9454). The department advised that an additional 13 measures listed as KPIs in external service provider reporting are instead service level capabilities that the department may seek to deploy under the Client Enquiry Services Agreement. The ANAO assessed these potential service level capabilities against the SMART framework.⁷⁶ Half of these potential capabilities are not well defined, and instead of setting targets, list functions to be performed.

Client feedback

2.81 Client feedback informs business improvement opportunities and enhances quality of services. The Service Delivery Operations branch receives, tracks, and responds to client feedback. The department categorises feedback into three categories.

• Complaints are expressions of dissatisfaction about departmental policies, service delivery or how business is conducted.
• Compliments are praises or congratulations about department’s program delivery, services, or performance.
• Suggestions are ideas on service improvements.

2.82 The department uses Tableau⁷⁷ to present complaints, compliments, and suggestions for all responsible business areas. This is available to all department staff.

2.83 In 2020–21 and 2021–22, the department processed 36,260 complaints, 911 compliments, and 1660 suggestions for improvements. During this period, 53 per cent of all complaints related to Immigration Programs Division (see Figure 2.6).

Figure 2.6: Total number of complaints in 2020–21 and 2021–22

Source: Analysis of department data.

2.84 Departmental guidance outlines how feedback should be received, responded to, and referred to the responsible business area, if required (see Figure 2.7).

• Feedback is received through an online web form on the department’s website. The department advised that it reviews complaints for ‘high-risk’⁷⁸ words. Complaints that contain ‘high-risk’ content are treated as a priority.
• Service Delivery Operations branch contacts the complainant to acknowledge receipt of the feedback.
• If Service Delivery Operations can resolve the feedback at first point of contact, it will respond to the client directly. If additional information is required before a response can be prepared, Service Delivery Operations refers the feedback to the responsible business area.
• The responsible business area provides a response to the complainant with Service Delivery Operations included in the response.

Figure 2.7: Home Affairs’ complaint management process

Source: Analysis of departmental documentation.

2.85 The staff survey, referred to in paragraph 2.38, highlighted that responding promptly to requests and services not being integrated are two areas for improvement.

Service standards

2.86 The department’s website notes that the department aims to acknowledge 90 per cent of client feedback within two working days of receipt. The department has not met this target since quarter two 2020–21 (see Figure 2.8).

2.87 Following acknowledgement of receipt, the department aims to respond to 90 per cent of client feedback within 15 working days. Once the responsible business area receives the feedback, this timeframe restarts to zero.

2.88 According to Home Affairs reporting, in 2020–21 and 2021–22 service standards for responding to client feedback within 15 working days were consistently met (see Figure 2.8).

Figure 2.8: Percentage of complaints acknowledged and responded to in 2020–21 and 2021–22 against the service standards

Source: Department of Home Affairs.

2.89 Home Affairs advised that in 2020–21 and 2021–22, the average response time from receipt for complaints, compliments and suggestions has steadily increased from 4.7 working days in quarter one 2020–21, to 46.9 working days in quarter four 2021–21.

3.1 Australian Government programs and services should be accessible, responsive and deliver equitable outcomes. Clear and accessible services are easy to access and use regardless of a person’s abilities or circumstances. Products and services that are too difficult to navigate will be avoided by users. Monitoring and evaluation ensures public communications are consistent with the department’s arrangements, and supports internal and external reporting.

Are Home Affairs’ public communications and media activities clear and accessible?

User research, testing, and continuous improvement activities

3.2 The Organisation for Economic Co-operation and Development (OECD) identifies that public communications should be informed by audience insights for it to resonate with users and have impact.⁷⁹ A user-centred design is an iterative process where user needs are incorporated at every stage of the design process. Incorporating user research and testing supports continuous improvement, and ensures services delivered are easy and convenient to use.

3.3 The service design principle is used globally across both government and private sectors to improve user experience and create efficient and robust service delivery. Service design was introduced into the department in 2019⁸⁰, and places value on designing services from the user perspective while balancing business needs.

User research and testing

3.4 Home Affairs has identified ‘the inability to provide accessible web content and functionality for clients with disability is a reputational risk’⁸¹ and can increase service costs as users are not retained in self-service digital channels. The department’s Service Design Capability Hub identified to the Client Service Delivery and Transformation Committee service design as an underlying principle of service delivery. Service design includes a user-research framework that supports a user-centred design methodology. It refers to both digital and non-digital products and services.

3.5 The Service Delivery Operations branch uses Confluence⁸² to document and store in-house standards and processes, methods, and approaches for user research. As at August 2022, user research and testing had been applied to five web related projects.⁸³ For example, user research testing⁸⁴ with internal staff⁸⁵ measured the accessibility and ease of navigating the COVID-19 and the border website at the alpha testing stage.⁸⁶ The webpage was found to be content heavy with duplicated material, and key terminology was not understood.

Strategic communication programs

3.7 The department’s strategic communication programs⁸⁷ are delivered through digital platforms by external service providers. The providers conduct user research and testing. For example, the Youth Advisory Group⁸⁸ provides feedback on Countering Violent Extremism content development and digital channels through its meetings. This has included ‘thematic mapping’ of topics of interest within the current content structure. The group also conducted a ‘deep dive’ on the program’s website related to content, experience, and interface. It found that most users visit the website to learn more about content found on other platforms. This aligns with the Rapt! social media strategy. Another example of user research and testing is included below.

3.8 In October 2022, the department advised that:

Work undertaken to improve effectiveness and usability of the Australian Values website commenced in July 2022. The updated website is due to go live soon. Products reflecting advice from the evaluation are in production and will be released this financial year.

Other continuous improvement activities

3.9 The Service Delivery Operations branch undertakes continuous improvement activities that aim to improve client service delivery. Quarterly performance dashboards are provided to the Client Service Delivery and Transformation Committee.⁸⁹ These dashboards provide an ongoing analysis of client service delivery and continuous improvement activities, including thematic feedback on the usability of departmental websites.

3.10 Data from these dashboards prompt further action to improve service delivery and maintain users in digital channels. For example, channels related to citizenship and visa activities were impacted by border closures during the COVID-19 pandemic and required action plans to review and update content (see Case study 3 below).

Note a: What is the status of my visa application? What visa can I apply for? What is the status of my citizenship application? Can I apply for Australian citizenship? Can I travel outside Australia?

3.11 Early monitoring in July 2021 found that the actions identified in Case study 3 resulted in ‘an increase in use of the relevant digital channels and a corresponding decrease in phone calls.’ In November 2021, the department found that:

… initial monitoring of channel activity post-implementation indicates that the changes made for processing enquiries have been successful in keeping clients in the digital self-service channel. However, while the updated citizenship web content is more accessible with an associated increase in web views, it is not having the desired impact in reducing the volume of Tier 1 phone calls to the [department] and further web content changes will be investigated.

3.12 The department’s external service provider for its call centre operations has not consistently met its key performance indicator (KPI) that 85 per cent of ‘calls are to be answered by an operator within six hundred (600) seconds unless the caller abandons the call within those six hundred (600) seconds’ (see paragraph 2.78). Due to the number of calls being abandoned, the department’s ability to measure the action items in Case Study 3’s effectiveness is limited.

Accessibility

3.13 The Australian Government Digital Service Standard consists of 13 criteria to help government agencies design and deliver services that are simple, clear and fast.⁹⁰ The Web Content Accessibility Guidelines (WCAG) 2.0 include recommendations to make web content more accessible.⁹¹ The current standard for Australian Public Service agencies is WCAG 2.0 Level AA.⁹²

3.14 In May 2021, as part of the department’s Organisational Compliance Management Framework, the Service Delivery Operations branch completed a self-assessment on the department’s compliance with WCAG. Home Affairs assessed its websites as non-compliant with WCAG 2.0 AA. The Service Delivery Operations branch advised the Client Service Delivery and Transformation Committee that:

Home Affairs websites are significantly non-compliant with the recommended standards set by the Digital Transformation Agency’s Web Content Accessibility Guidelines (WCAG) 2.0 Level AA, and the Digital Service Standard (DSS). While [the Service Delivery and Transformation division] makes every effort to achieve these standards, current resourcing levels have prevented more comprehensive remediation work being undertaken on the larger number of Home Affairs websites.

3.15 On 21 July 2021, it was agreed by the Service Delivery and Transformation division that, in consultation with stakeholders across the department, it would undertake a set of activities to improve web accessibility including:

• educating content owners;
• requiring Senior Executive Service Band 2 approval two to three months prior to new website development;
• revising existing internal governance documents to emphasise the importance of accessible web content; and
• communicating across the portfolio to ensure broader awareness of requirements, with reference to revised governance documents.

3.16 In September 2022, the ANAO observed that these activities were either incorporated in content development, publishing processes and standards, or built into existing web content development checkpoints.

3.17 In June 2022, the department reviewed content on 64 partner visa–related web pages. This included navigational structure and ease of useability, while ensuring a readability standard at a maximum of Grade 7 level. Home Affairs responded to the review findings by amending multiple webpages to: improve content readability; consistently position key topics on the page; and consistently explain the application process.

Language services

3.20 Australian Government Language Services Guidelines are intended for Australian Government agencies responsible for developing policy and administering programs and services for people with limited English proficiency within Australia’s culturally and linguistically diverse communities.⁹³

3.21 The department reported spending $62.7 million on language services over 2019–20, 2020–21 and 2021–22 (see Table 3.1). Total expenditure decreased by six per cent and five per cent in each financial year. Home Affairs advised the ANAO that:

the volume and cost of interpreting services reduced in 2021–22 due to the ongoing impact of the COVID-19 pandemic and widespread lockdowns… and a trend away from more expensive onsite (or face-to-face) interpreting services to more cost-effective telephone interpreting services.

Table 3.1: Total expenditure on language services between 2019–20 and 2021–22

Note: Language services expenditure included Free Interpreting Services and Global Service Centre services.

Source: Department of Home Affairs.

Interpretation

3.22 The Translating and Interpreting Service (TIS National) is the department’s in-house language service provider. It provides credentialed and secure interpreting services in over 150 languages for people who do not speak English, and for agencies and businesses that need to communicate with their non-English speaking clients.

3.23 TIS National offers three types of telephone interpreting services — Automated Telephone Interpreting Service, immediate telephone interpreting, and pre-booked telephone interpreting. The Automated Telephone Interpreting Service provides quick access to interpreters in over 50 languages. In 2020–21 and 2021–22, an average of 5.9 per cent of client enquiries responded to were in-language (see Figure 3.1).

Figure 3.1: Total client enquiries to the Global Service Centre and percentage transferred from Translator Interpreting Service National in 2020–21 and 2021–22

Source: Department of Home Affairs.

3.24 Just under two per cent (N = 108) of community engagements were in-language between November 2021 and June 2022 (see Table 2.5).

Translation

3.25 In October 2021, the Service Delivery Operations branch advised the Client Service Delivery and Transformation Committee that:

The Department’s delivery of translated content across its ecosystem of websites is not currently subject to an agreed framework or policy. There is no governance around how in-language content is delivered online, which languages and content are selected, the Quality Assurance (QA) approach applied, or the regularity with which translated content is reviewed or updated. This results in an inconsistent approach to language selection and inefficient procurement of in-language services across the Department’s web content offerings…

Approximately 98% of the Department’s externally facing online content is in English alone. Of the translated content available online, it is often difficult to find and only available for a limited range of content. Language identification and selection is also inconsistent and lacks an appropriate QA process.

3.26 During its COVID-19 response activities, Home Affairs assessed its previous approach as ‘inefficient’ and resulted in ‘significant delays in the provision of critical information to Culturally and Linguistically Diverse (CALD) communities and other vulnerable clients.’ While there is additional time in a business-as-usual situation for manual translations to be sourced, quality assured and published, rapidly changing health advice and international border settings created an environment in which translated information was often out of date before it could be published.

3.27 In July 2021, the department proposed to pilot On-Demand Web Translation (ODWT) as part of the Permissions Capability Program.⁹⁴ In November 2021, the Client Service Delivery and Transformation Committee approved the On-Demand Web Translation Framework. The ODWT Framework is designed to manage language translation service delivery through the use of a governance body with the intent to oversee the identification, selection and provision of a whole-of-department web translation service.

3.28 The ODWT Framework intends to manage the risk of widespread translation across the department’s website by:

• establishing a content selection process;
• establishing a language selection process;
• ensuring fit for purpose digital translation capabilities; and
• establishing a quality assurance and assessment model that includes undertaking regular continuous improvement activities to benchmark and measure performance while assuring quality across and within departmental website domains.

3.29 Beta testing⁹⁵ for the ODWT Framework is scheduled to occur by June 2023.

Does Home Affairs review its public communications and media activities to ensure consistency with its arrangements?

Monitoring of public communications and media activities

3.30 Monitoring of the department’s public communications and media activities is undertaken by the:

• Operations Committee;
• Client Service and Transformation Committee;
• Strategic Communication Advisory Committee; and
• Community Liaison Officer Working Group.⁹⁶

Operations Committee

3.31 The Operations Committee⁹⁷ oversees the administrative and operational functions of the department. This includes the ‘media and engagement strategy and performance.’ The Committee meets bi-monthly.

3.32 Media enquiries received, and social media posts are reported on at each meeting (see paragraph 3.53). The Media and Communication branch provided an update to the Operations Committee in June 2021 on the department’s Media and Communication Framework (see paragraph 1.10). This update was not explicitly listed in the Operations Committee’s 2022 Forward Work Program.

Client Service Delivery and Transformation Committee

3.33 The Client Service Delivery and Transformation Committee⁹⁸ provides oversight and direction on the department’s service delivery and transformation. The Committee was established on 1 July 2020 and reports to the Operations Committee.

3.34 The Service Delivery Operations branch provides regular updates to this Committee (see paragraph 3.54).

Strategic Communication Advisory Committee

3.35 The Strategic Communication Advisory Committee⁹⁹ is a cross-agency committee that provides high-level oversight of the department’s strategic communication capability to strengthen social cohesion in Australia.

3.36 Since it was established in January 2021, the Strategic Communication Advisory Committee has met four times. At each meeting, the First Assistant Secretary Social Cohesion and Multicultural Affairs division provided a communication program update. Either the International and Executive Group Manager or a member from the Media and Communication branch attended each meeting.

3.37 The Committee last met in November 2021. The department advised that the committee ‘was paused in the lead-up to, and through-out, the caretaker period as the program of communication activities was paused during this period’. Home Affairs advised in January 2023, that a Strategic Communication Advisory Committee meeting was planned to occur in early 2023.

Community Liaison Officer Working Group

3.38 The department’s Community Liaison Officer Working Group (the Working Group)¹⁰⁰ is a forum to provide an update on activities being undertaken, share ideas, discuss opportunities for immediate and longer-term engagement with communities, and to develop communication materials.

3.39 The standing agenda includes an update from the strategic communication programs, and the Community Liaison Officer Network. Community Liaison Officer engagement dashboards inform Working Group discussions. The Working Group presents data at a state and territory level, that includes:

• the top five most common ancestries (excluding Anglo-Celtic and Indigenous ancestries);
• the top five most common languages spoken at home (excluding English and Indigenous languages);
• differentiated stakeholder engagement¹⁰¹;
• differentiated engagements by community¹⁰²; and
• community sentiment regarding matters affecting Australia’s social cohesion.¹⁰³

3.40 Between December 2020 and May 2022, the Working Group met 16 times. Prior to the Joint Agency Task Force Operation Sovereign Borders Strategic Communication Section being moved into the Media and Communication branch in May 2022, the Working Group did not have a representative from the Media and Communication branch.

Evaluate

Media and communication

3.41 As mentioned in paragraph 1.9, Home Affairs commissioned a Management Initiated Review of the Media and Communication branch in December 2020. The Review made 12 recommendations. All 12 recommendations have been largely implemented or implemented (see Table 3.2).

Table 3.2: Implementation status of the Management Initiated Review

Key: Largely implemented — the action taken was less extensive than the recommendation agreed, as:

• it fell short of the intent of the recommendation as agreed; or
• processes were initiated or implemented and there is evidence there was also action taken to achieve the outcome.

Implemented — there is supporting evidence that the agreed action has been undertaken and the action met the intent of the recommendation as agreed.

Source: ANAO analysis of departmental documentation.

3.42 There were two instances in Table 3.2 where the assessments between the department and the ANAO differed.

• Recommendation 8 — The ANAO considers end-to-end activity to include planning, implementation, reporting and evaluation. Current planning guidance does not include all of these components. The department advised that the Comms Connect group¹⁰⁴ had been developed to address this recommendation and had assessed the recommendation as being implemented. However, the group had not yet fulfilled its intended outcome to expand communications planning to reflect end-to-end activity.
• Recommendation 9 — Communication objectives lacked specificity which limits the department’s ability to measure effectiveness (see paragraph 2.23 to 2.29).

Client service delivery

3.43 In April 2021, Home Affairs participated in an APS-wide voluntary survey into its complaints management process. Its response was assessed by the Office of the Commonwealth Ombudsman against the Better Practice Complaint Handling Guide.¹⁰⁵ The report — released in February 2022 — assessed Home Affairs’ complaint handling maturity as ‘Delivering.’¹⁰⁶ Three opportunities for improvement were identified. By September 2022, one opportunity had been implemented (see Table 3.3).

Table 3.3: Implementation status of APS-wide voluntary survey

Source: Analysis of departmental documentation.

Strategic communication programs

Joint Agency Task Force Operation Sovereign Borders

3.44 The Joint Agency Task Force Operation Sovereign Borders (JATF OSB) Strategic Communication program engages external service providers to deliver an offshore strategic communication campaign. These providers are responsible for having in place monitoring and evaluation strategies that provide baseline data and assess the success of the campaign. Evaluation techniques include:

• online dashboard assessing real-time effectiveness and delivery;
• voluntary and Measure of Effect surveys; and
• community engagement insights from public information campaigns.

3.45 On 12 July 2022, the Minister for Home Affairs requested a review of the JATF OSB strategic communication activities in Sri Lanka. The review was completed in September 2022, and found current planning processes and various tactical activities align with best practice, and identified opportunities to optimise JATF OSB’s strategic objective, communications focus, aspects of its execution, and evaluation. Review outcomes will be used to inform how JATF OSB strategic communications are delivered in Sri Lanka and other countries.

Promoting Australian Values and Countering Mis- and Dis-information

3.46 In 2022, the department engaged an external provider to assess the ‘effectiveness in supporting social cohesion outcomes’ and ‘building resilience against mis- and dis-information.’ The evaluation included the Promoting Australian Values website (see Case study 2).

3.47 Attitudinal and behavioural research activities were completed. These included targeted interviews, focus groups, surveys, and user-navigation testing. Users aged 18–65 from Chinese, Arabic and Vietnamese ancestry, and a sample of the general population were involved.

3.48 The evaluation found that Promoting Australian Values was well-received despite room for improvement in its execution. Users agreed to the importance of values, however, the notion of Australia as a fair and egalitarian society was perceived as inaccurate due to audience experiences of racism and discrimination.

3.49 The research also found that ‘Australians are aware of and concerned about online ‘harms’ but uncertain about how to address them.’

• Social media is widely used. Trust in these platforms was low. Government sources (including websites and social media pages) are trusted above other media sources.
• Many recognised that there is an individual responsibility to consult a variety of sources. There remains a strong appetite for education about mis- and dis-information.

Countering Violent Extremism

3.50 Countering Violent Extremism includes two campaigns targeting Ideologically Motivated Violent Extremism (IMVE) and Religiously Motivated Violent Extremism (RMVE).

3.51 In 2021, the department commissioned an external provider to assess the performance, effectiveness and impact on audience attitudes and behaviour of Rapt! (RMVE) and Fearlessly Australian (IMVE). Targeted user engagement and sampling, in-depth interviews, focus groups, surveys and online discussion boards were used.

3.52 The evaluation found that overlapping extremist narratives and mainstream political grievances, and the evolving nature of ideological and political movements, are factors that ‘add to the difficulty of trying to establish what, if any, shifts in attitudes are a result of the [Countering Violent Extremism] strategic communications campaigns.’ Despite this, the evaluation found both campaigns to be relevant and engaging to target audiences.

Does Home Affairs effectively report on its public communications and media activities?

Reporting to Home Affairs senior executive

3.53 The Media and Communication branch reports to Home Affairs’ senior executive.

• The Daily Issues Brief each morning is held between the Secretary, all deputy secretaries, key first assistant secretaries and the Media and Communication branch Assistant Secretary. The meeting purpose is to give senior executive visibility of activities across the department and any significant events occurring that day.
• The Strategic Coordination Meeting is held once a week between the Secretary, all deputy secretaries, key first assistant secretaries and assistant secretaries. The meeting purpose is to discuss key events of the upcoming week.
• The Week Ahead is a weekly update that covers any key issues, events, announcements, or activities happening within the Executive and International group. This is distributed by the Group Manager’s Office to all Senior Executive Service officers within the group and their support staff.
• The Media and Communication branch’s directors send a weekly report to the Media and Communication Assistant Secretary on priorities and activities. The ANAO reviewed 24 weekly reports between January and June 2022.¹⁰⁷ All reports included updates from the branch’s sections and included media enquiries year to date.
• Quarterly reports on social media posts and media enquiries are provided to the Operations Committee.

Matters considered by the Client Service Delivery and Transformation Committee

3.54 The Client Service Delivery and Transformation Committee provides an annual update on its activities to the Operations Committee. The Client Service Delivery and Transformation Committee has considered the following public communications matters in relation to the Service Delivery Operations branch.

• Quarterly performance dashboards provide an ongoing pulse check of client service delivery, thematic analysis of complaints and continuous improvement activities. These dashboards became a standing agenda item in November 2020.
• The development of the draft Service Delivery Strategy 2023–27 and the Service Design Capability Hub.¹⁰⁸
• Website content accessibility, prompting a review of online content and proposed activities that would support greater web accessibility awareness across the department.
• ‘In-language’ digital content¹⁰⁹, including a preliminary analysis of digital content and oversight of the On-Demand Web Translation project.

Business plan reporting

3.55 Business areas report quarterly on their performance metrics and business plan progress to the Operations Committee. This provides an update on progress and whether the department is on track to meet its performance metrics and KPIs by the end of the year.

3.56 In 2021–22, the Media and Communication, Service Delivery Operations, and Communication and Engagement branches outlined 53 KPIs they intended to achieve in the 2021–22 divisional/group business plans.¹¹⁰ Table 3.4 outlines an assessment by the department and ANAO as to whether the KPIs were met.

Table 3.4: Key performance indicator assessment

Note a: The department assessed its KPIs as ‘on track’ or ‘at risk.’ The ANAO assessed the final reporting quarter in 2021–22 and considered ‘on track’ as the KPI being met, and ‘at risk’ as the KPI not being met.

Note b: This is two KPIs higher than reported in Table 2.2, as two of the KPIs were reported on twice, for two separate communication programs.

Note: There is a difference in KPIs measured in Table 2.2 and Table 3.4. There is a total of 53 KPIs, including two duplicates which are not included in the SMART Goal analysis. This analysis focused on the content of the KPI not the outcome. The remaining KPI is the grade of service KPI which is to be met by an external service provider and is addressed in paragraph 2.77.

Source: Analysis of departmental documentation.

3.57 There were instances where the department and ANAO assessments in Table 3.4 differed.

• In one instance, the ANAO assessed a KPI as being met, where the department did not. The ANAO considered the evidence provided met the wording of the KPI.
• In 11 instances, the ANAO assessed the KPI as partly met, where the department assessed them as met. The evidence provided supported part of the recommendation.
• In seven instances, the ANAO assessed the KPI as not met. This was a result of:
  • the evidence provided did not align with the KPI; or
  • no evidence was provided.

3.58 As identified in paragraph 2.30, improvements to KPI development would strengthen management oversight and quality of reporting.

External reporting

Annual Report

3.59 At the end of each reporting period, the accountable authority must prepare an annual report on the entity’s activities during the period.¹¹¹ As mentioned in paragraph 2.22, analysis of the 2021–22 annual report performance metrics found that 20 per cent either explicitly or implicitly relied on public communications activities.

Whole-of-government reporting

Campaign Advertising by Australian Government Departments and Agencies Report

3.60 The Campaign Advertising by Australian Government Departments and Agencies Report¹¹² is an annual report of non-corporate government campaign advertising expenditure. The department reported spending $1.2 million across two campaigns (Anti-People Smuggling campaign and Social Cohesion and Anti-Racism) in 2019–20. In 2020–21, Home Affairs reported one Strengthening Social Cohesion campaign¹¹³, valued at $340,000.

Multicultural Access and Equity in Government Services Report

3.61 The Multicultural Access and Equity in Government Services Report summarises the performance of Australian Government departments and agencies in implementing the Multicultural Access and Equity Policy. The policy includes six commitments¹¹⁴ to support the effective delivery of government programs and services in a multicultural society. The Policy states:

Every three years the Department, in consultation with the [Australian Multicultural Council], will consolidate the annual reports departments and agencies have provided to prepare a whole-of-government review report on the policy’s performance to the Government for tabling in Parliament.

3.62 The last triennial report was published in 2017. The department advised that:

On 27 November 2020, the Department shared the annual Snapshot with the [Australian Multicultural Council]. The Department is preparing a submission to the Minister with the Triennial Report, which will seek agreement to table the Report in Parliament.

As at January 2023, Home Affairs had not provided further whole-of-government reporting on Multicultural Access and Equity Policy implementation.¹¹⁵

Other publicly available information

Corporate documents

3.64 Home Affairs published the First Three Years Achievement Snapshot¹¹⁶ in 2020, and the Fourth Year in 2022.¹¹⁷ These documents set out how the portfolio delivered its 10 strategic priorities over the reporting period. Twenty-two per cent of the reports’ outputs involved public communications. This includes outputs delivered by other entities within the Home Affairs portfolio. ‘Fight crime’, including transnational, serious and organised crime, was the only strategic priority that did not have public communications outputs. Figure 3.2 illustrates the distribution of the Fourth Year, and First Three Years public communications outputs against Home Affairs’ ten strategic priorities.

Figure 3.2: Distribution of The Fourth Year and First Three Years public communications outputs against Home Affairs’ ten strategic priorities

Key: (1) future proof capabilities, (2) secure cyber, identity, data, critical infrastructure and critical technology, (3) improve trade efficiency, (4) counter terrorism, (5) manage migration and travel, (6) fight crime, including transnational, serious and organised crime, (7) promote a cohesive Australia and counter foreign interference, (8) counter child exploitation, (9) manage emergency response and national coordination and (10) secure the border.

Note: The department’s strategic priorities have changed over time. The ANAO aligned the First Three Years’ outputs against the 2021–22 strategic priorities.

Source: Analysis of the Fourth Year and the First Three Years.

Appendix 1 Department of Home Affairs response

Appendix 2 Improvements observed by the ANAO

1. The existence of independent external audit, and the accompanying potential for scrutiny improves performance. Improvements in administrative and management practices usually occur: in anticipation of ANAO audit activity; during an audit engagement; as interim findings are made; and/or after the audit has been completed and formal findings are communicated.

2. The Joint Committee of Public Accounts and Audit (JCPAA) has encouraged the ANAO to consider ways in which the ANAO could capture and describe some of these impacts. The ANAO’s 2021–22 Corporate Plan states that the ANAO’s annual performance statements will provide a narrative that will consider, amongst other matters, analysis of key improvements made by entities during a performance audit process based on information included in tabled performance audit reports.

3. Performance audits involve close engagement between the ANAO and the audited entity as well as other stakeholders involved in the program or activity being audited. Throughout the audit engagement, the ANAO outlines to the entity the preliminary audit findings, conclusions and potential audit recommendations. This ensures that final recommendations are appropriately targeted and encourages entities to take early remedial action on any identified matters during the course of an audit. Remedial actions entities may take during the audit include:

• strengthening governance arrangements;
• introducing or revising policies, strategies, guidelines or administrative processes; and
• initiating reviews or investigations.

4. In this context, the below actions were observed by the ANAO during the course of the audit. It is not clear whether these actions and/or the timing of these actions were planned in response to proposed or actual audit activity. The ANAO has not sought to obtain assurance over the source of these actions or whether they have been appropriately implemented.

• The department drafted two public communication strategies — one for the Department of Home Affairs and one for the Australian Border Force (see paragraph 2.4).
• The Media and Communication branch established:
  • a Communication Governance section (see paragraph 2.33); and
  • the Comms Connect group (see paragraph 2.37).
• The administrative oversight for the Joint Agency Task Force Operations Sovereign Borders strategic communication program transferred from Social Cohesion and Multicultural Affairs division to the Media and Communication branch (see paragraph 2.33).
• The Media and Communications Policy was updated to include a reference to impartiality (see paragraph 2.43).
• The department improved how it captures media engagement performance information (see paragraph 2.47).
• The Home Affairs and ABF Social Media Standard Operating Procedure was updated to align with clearance practices (see paragraph 2.59).
• The department reviewed the accessibility of 64 partner visa–related web pages (see paragraph 3.17).
• The department advised it would improve quality of reporting to the Operations Committee (see paragraph 3.53).

Appendix 3 Additional survey analysis

1. Eighty-one per cent of respondents who engaged with the Media and Communication branch and Service Delivery Operations branch were either satisfied or very satisfied (see Figure A.1).

Figure A.1: Respondents’ view on satisfaction with internal service provider in the past 12 months

Source: ANAO.

2. Survey respondents had the opportunity to list the top three characteristics that contributed to their rating. The top three characteristics that underpinned positive ratings were:

• The team responded to requests in a prompt and timely manner;
• It was easy to contact the relevant area; and
• The team understood requirements.

3. There was a lower survey response rate for areas for improvement.

4. The main areas for improvement suggested by survey respondents for the Media and Communication branch were: understanding the operating environment of business areas; and being adaptable to the context of the business engagement, which includes providing ways to overcome barriers.

5. The main area of improvement suggested by survey respondents for the Service Delivery Operations branch was remaining adaptable to the context of the business engagement.

6. Survey respondents were also asked about their experience with each public communication service offered internally.

7. Across all five internal services, 78 per cent of survey respondents viewed their experience as positive, 16 per cent had an average experience and six per cent had a negative experience (see Figure A.2).¹¹⁸

Figure A.2: Respondents’ view on quality of service in the past 12 months

Source: ANAO.

8. A majority of respondents who had not worked with either branch were aware of, or assumed that, the internal services shown in Figure A.3 would be available.

Figure A.3: Respondents awareness on service availability (N = 115)

Note: Client feedback adds to 99 per cent. This is a result of each of the three categories percentages rounding down.

Source: ANAO.

Open-ended survey questions

9. The survey had five open-ended questions for staff to provide free text responses. Across these five questions there were 231 responses. Three departmental staff also made citizen contributions.

• Twenty-one respondents provided positive comments on the provision of services.
  • The most common feedback was regarding attributes of the teams. This included timeliness, professionalism and understanding of the business area’s operating environment.
  • The second most common type of feedback was about the product and/or service outcome. This related to the high-quality service provided by the Media and Communication branch, particularly regarding their provision of talking points and responses to media queries.
• Fourteen comments were provided about areas for improvement on the provision of services.
  • Media engagement received five comments focused on the communication of deadlines and available services.
  • Digital content received three comments focused on lack of clarity around operating procedures and content ownership.
  • Social media received three comments focused on product and/or services and making final products more innovative.
  • Client feedback received three comments focused on the backlog of feedback and suggested improvements to system design and communication.
• The Media and Communication branch received 81 comments.
  • Majority of comments (improvements and compliments) concerned attributes of the team. Specifically, improving understanding of the context of operating environments, particularly in relation to communicating deadlines. Other comments included suggestions to innovate systems, online content being more dynamic, and staff retention.
  • Most suggestions for improvement related to processes and practices and having a clearer service offer and easier means of contacting the branch. This is consistent with the findings from the Management Initiated Review (see paragraph 1.9).
• The Service Delivery Operations branch received 16 comments.
  • The most common area for improvement related to processes and practices. In particular, services are not integrated, and it is not easy to find relevant information or services.
  • Compliments included being helpful and prompt with online services. However, one comment pertained to language editing requiring more innovation as the final changes often became less accessible (despite client accessibility being a focus).