Customs Reform Board
First Report
June 2013
Letter of transmittal
26 June 2013
Minister for Home Affairs and Justice
Dear Minister
Customs Reform Board’s First Report
I am pleased to present to you the Customs Reform Board’s First Report on the Australian Customs
and Border Protection Service (ACBPS).
In developing this report, the Board worked collaboratively, informed by their experience in the
integrity, law enforcement and business sectors, to undertake a holistic review of reform to the
ACBPS.
In the Board’s view, there is a clear need for Service-wide reform if the ACBPS is to keep pace with
the accelerating evolution of the border environment while meeting Government and community
expectations.
The Board is confident that the ACBPS is on the correct path to reform. There is still much to do in
planning and then implementing reform, while success will be heavily dependent on implementation
and ongoing effective staff engagement.
The Board wishes to thank the ACBPS, the Australian Federal Police, the Australian Commission for
Law Enforcement Integrity, and other government and non-government stakeholders who
participated in consultations. Their cooperation and assistance were greatly appreciated.
In undertaking this report, the Board was supported by a secretariat from the
Attorney-General’s Department. The Board thanks the secretariat members, and in particular,
Mr Rohan Verco, for their commitment and professionalism.
The Board welcomes the opportunity to contribute to the important transformation of the ACBPS.
The Board trusts that this Report will assist in your deliberations.
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Roger Wilkins AO
Chair
James Wood AO, QC
Ken Moroney AO, APM
David Mortimer AO
Contents
Letter of transmittal ................................................................................................................................ 2
Executive summary ................................................................................................................................. 4
1.
Formation and role of the Customs Reform Board ......................................................................... 5
2.
Methodology of the Customs Reform Board .................................................................................. 6
3.
Identified challenges facing ACBPS ................................................................................................. 8
3.1.
4.
Board observations on the ACBPS response to identified challenges ................................... 9
Board-identified ‘key issues’ for ACBPS consideration ................................................................. 11
4.1.
Core considerations specific to change management and reform implementation ............ 11
4.1.1
Strong and united leadership ........................................................................................ 11
4.1.2
Effective communication and staff engagement .......................................................... 11
4.2.
Considerations specific to the ACBPS Blueprint for Reform ................................................. 12
4.2.1
The ACBPS People and Operating Model: A professional and agile Service that is
adaptive to change ........................................................................................................................ 12
4.2.2
Modernisation: Efficient business systems, streamlined processes and sophisticated
intelligence .................................................................................................................................... 12
4.2.3
5.
Integrity: A Service culture hardened against corruption.............................................. 13
Conclusion ..................................................................................................................................... 15
Appendix A: Terms of Reference ........................................................................................................... 16
Appendix B: Customs Reform Board Meeting Schedule ....................................................................... 18
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Executive summary
In response to the need for major structural and cultural reform of the Australian Customs and
Border Protection Service (ACBPS or the Service), the Customs Reform Board (the Board) was tasked
to advise the Minister for Home Affairs and Justice on strategic reform of the ACBPS and to help
drive the implementation of reforms already introduced.
The Board undertook a holistic review of reform of the ACBPS which consisted of three key
elements: extensive stakeholder consultation across government and industry, operational
familiarisation, and a review of ACBPS policy and strategic documentation.
The Board concludes that there is a strong need for Service-wide reform if the ACBPS is to keep pace
with the accelerating evolution of the border environment, while meeting Government and
community expectations around trade and travel facilitation, as well as border management and
protection. The Board is confident that the ACBPS is on the correct path to reform, and strongly
supports the ACBPS’ second phase of reform articulated in its Blueprint for Reform: 2013 - 2018
(Blueprint for Reform).
In the Board’s view, one of the biggest challenges the ACBPS will have is the successful
implementation and integration of the reforms into its everyday business. Meeting this challenge
will require strong, effective and professional leadership at all levels and a commitment to ongoing
staff engagement and effective change management.
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1. Formation and role of the Customs Reform Board
The Minister for Home Affairs and Justice established the Customs Reform Board on
20 December 2012 in response to the need for major structural and cultural reform of the ACBPS.
The Board has been tasked to advise the Minister on the strategic reform of the ACBPS, and to help
drive the implementation of reforms already introduced. Specifically, the Board’s Terms of Reference
provide the following:
•
•
•
•
improving the business operations, law enforcement and integrity culture of the ACBPS
embedding an improved culture of professionalism, collaboration, innovation and
adaptability within the ACBPS
operational, administrative and legislative changes required to support the reforms; and
any other relevant matters.
Notwithstanding the broad remit of the terms of reference, addressing the corruption and integrity
issues faced by ACBPS has been the primary focus of the Board to date given the high potential for
damage caused by corruption. Accordingly, the observations contained within this report are
directed towards these issues. This is not to say that other issues such as collaboration, innovation
and adaptability are not important. The Board supports the initial direction the ACBPS is taking to
address these other areas, however, success will largely be driven both by implementation strategies
and the execution and evaluation of those strategies.
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2. Methodology of the Customs Reform Board
The Board undertook a discovery of ACBPS law enforcement capability, business operations and
integrity culture consisting of three elements: stakeholder consultation, operational familiarisation,
and a review of documentation. This process enabled the Board to understand how the ACBPS
manages its business, to identify and become familiar with the challenges faced, as outlined in
section three below, and to determine key focus areas for the ACBPS to consider when moving
forward with its reform programme.
Stakeholder consultation
The Board held discussions with the ACBPS senior leadership group, including detailed discussion on
their human resources strategy and processes, intelligence functions, IT capabilities (as they relate to
intelligence) and integrity initiatives. The Board was briefed by each Division of the ACBPS and
provided with an overview of their responsibilities within the broader Service, and the challenges
each faces in performing their role efficiently and to the highest professional standards.
The Board received ongoing sensitive briefings from the Australian Federal Police (AFP) and the
Australian Commission for Law Enforcement Integrity (ACLEI), providing insight into the
vulnerabilities and integrity challenges facing the ACBPS, as identified through their investigations in
the Sydney Airport and Port Botany environments. As this is sensitive information, relating to current
investigations, the board has not been able to provide direct comment but has taken account of the
information in deliberations.
The Board was briefed firstly by the Australian Public Service Commission (APSC) on the capability
review program and secondly by the independent senior review team on the capability review of
ACBPS. The Board acknowledges the significant work completed by the independent reviewers and
has taken into account their assessment of the challenges, issues and identified areas for
improvement within ACBPS in the development of this report.
Representatives from the Community and Public Sector Union, the Australian Institute of Marine and
Power Engineers and the Customs Brokers and Forwarders Council of Australia were also consulted
to provide external opinions on challenges faced.
Operational familiarisation visits
The Board undertook an operational familiarisation visit to Sydney International Airport and ACBPS
facilities at Port Botany. The Board witnessed operations at the primary line, baggage search areas,
the container examination facility (CEF) and were acquainted with compliance and detained goods
management activities. The size and complexity of the roles and responsibilities undertaken by the
ACBPS within the airport and port environments were clearly evident, and the Board was provided
with supporting operational strategies, policies and procedures as part of its literature review.
Literature review
The Board was provided with a range of ACBPS policy and strategic documents setting out the
current and future operating environments, the existing operating model, existing capabilities and a
summary of the ACBPS reform programme. The Board was provided with mapping of the traveller,
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mail and cargo supply chains to supplement their operational understanding, and an overview of the
numerous stakeholders and partners ACBPS works within the border environment. Additionally, the
Board was advised of the ACBPS’s existing documentation available to staff covering the notification
of corruption allegations to ACLEI, integrity and professional standards, drug and alcohol polices and
conflict of interest and security requirements.
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3. Identified challenges facing ACBPS
In the Board’s view, the primary role of ACBPS is to facilitate legitimate trade and travel across the
Australian border. Necessarily, enforcement – dealing with illegitimate trade and travel - is a key
component of this role in dealing with those people who seek to circumvent Australian laws.
The Board recognises the need for Service-wide reform if the ACBPS is to keep pace with a rapidly
evolving border environment, while meeting Government and community expectations around
border management and protection. The future of the border is characterised by the increasing
volume and complexity of travellers and trade, criminal sophistication targeting all aspects of the
border (travellers, cargo and mail) and a challenging global economy. Factors including shifts in
economic and geopolitical power, advances in technology and changing trade patterns will continue
to impact on the way the border is managed.
In addition to the factors noted above, ACBPS will have to continue to respond to operational issues.
Decisions on resource allocation in response to urgent and/or tactical operational issues all impact
on the ability of the ACBPS to maintain other existing functions.
Threats that criminals will attempt to infiltrate law enforcement agencies like the ACBPS, or subvert
ACBPS staff, to gain access to information, or even active support for criminal operations, is very
real. The Board has noted with concern the large number of vulnerabilities identified by law
enforcement agencies at both the Sydney Airport and Port Botany facilities. The identification of
vulnerabilities in addition to allegations of corruption, misconduct and illegal activity involving ACBPS
officers has made it clear that there are cultural issues within the ACBPS and that organised crime
syndicates are attempting to infiltrate and corrupt public organisations and officials.
These challenges will need to be addressed in a difficult fiscal climate where achieving efficiencies
within the Service will be paramount. The Board is keenly aware that the reform programme (which
includes a broad range of transformation initiatives) will require investment in capital and human
resources in the near future This investment will need to be supported by a financial injection from
Government and by redirecting funds from within the existing ACBPS budget to reform activities.
ACBPS funding since 2009-10 is outlined in the table below.
Actual
Financial Year
Total Net Cash Based
Funding
2009-10
$m
1,113.53
2010-11
$m
1,098.22
Forecast
2011-12
$m
1,155.57
2012-13
$m
1,147.72
2013-14
$m
1,158.58
Identifying the challenges noted above and developing appropriate responses is only half of the
equation. Given the length and breadth of the reform programme being proposed, ACBPS will face a
significant challenge in maintaining high levels of service while continuing to drive change over the
medium to long term. A strong culture, open to change and continuous improvement, and capable
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of maintaining a sustained effort, will be essential if the reform programme is to be implemented
successfully.
The Board recognises the complexities that exist within the varied roles and responsibilities of the
ACBPS, which sees the ACBPS attempt to balance tensions between the protection of the Australian
border and facilitation of legitimate trade and travel. The geographically dispersed nature of the
ACBPS workforce can foster the development of regional and/or role specific cultures and attitudes,
contributing to the difficulty in establishing a Service with one culture and one purpose.
The Board identifies that a unified culture open to change, with the core values of integrity and
professionalism instilled, must be embedded within the Service; this will be critical not only in the
implementation of lasting reform, but in the achievement of long term reduction of corrupt activities
within its ranks.
In response to a call for submissions from relevant law enforcement agencies on barriers to
investigating integrity and corruption issues within Government agencies, the Board received
submissions from the AFP and ACLEI. The Board believes there is significant merit in the submissions
and supports further consideration of the issues raised.
3.1.
Board observations on the ACBPS response to identified challenges
Reform of the ACBPS is being managed in a staged process. The first phase, focusing on immediate
integrity issues was implemented in 2012-13 following the culmination of investigations into a
number of ACBPS officers at Sydney Airport, and the recognition of the need to strengthen ACBPS
integrity arrangements. This reflected a process begun in January 2011 when ACLEI first gained
jurisdiction over ACBPS, and the referral of a number of issues to ACLEI by the then CEO of ACBPS.
However, there remains a broader need for further Service-wide reform if the ACBPS is to keep pace
with the accelerating evolution of the border environment. The second phase of the reform
programme will address this need, taking a holistic view of the ACBPS to identify appropriate reforms
to business systems, the ACBPS’s people and operating model, and additional measures to enhance
integrity.
The Board’s observations on these phases of reform are outlined below.
First phase of reform
The most senior leaders of the ACBPS have a strong sense of the integrity challenges being faced and
the need for reform. The Government has legislated the first phase of reform focusing on immediate
actions to strengthen integrity measures, and ACBPS has implemented these reforms. They include:




integrity testing – this provides the power to conduct targeted integrity tests on officers
suspected of corruption
drug and alcohol testing – the CEO of ACBPS now has the power to authorise drug and
alcohol testing on all Customs workers
the power to make a declaration that an officer has been terminated for serious misconduct,
and
the power to make specific CEO Orders for the control of the Service, including the
mandatory reporting of serious misconduct, corrupt conduct or criminal activity.
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The Board supports these integrity measures, and strong action against corrupt behaviour. Further,
an evaluation of these measures should be undertaken within twelve months of implementation.
Second phase of reform
A proposed second reform phase will place the ACBPS in a position to address existing and future
challenges. The change process is expected to take a number of years and will be developed in a
way to provide a series of discrete bodies of work enabling targeted project management.
ACBPS has established three distinct reform tracks:
-
The ACBPS People and Operating Model: A professional and agile Service that is adaptive to
change.
Modernisation: Efficient business systems, streamlined processes and sophisticated
intelligence.
Integrity: A disciplined Service culture and workforce hardened against corruption.
Modernising ACBPS systems and processes will improve the service delivered to clients and facilitate
detection of criminal behaviour. Community confidence in the ability of the ACBPS to carry out its
significant responsibilities will be ensured by hardening the Service against corruption, and instilling
integrity and professionalism as core values. Equally as important, the ACBPS must adopt a dynamic
operating model that allows it to quickly adapt to change, aided by a workforce that is skilled,
professional and high performing.
The Board supports the ACBPS approach to the second phase of reform identified in its Blueprint for
Reform and has identified key areas for the ACBPS to consider as it moves forward. These areas
reflect the Board Members’ own experiences with significant reform implementation and change
management initiatives.
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4. Board-identified ‘key issues’ for ACBPS consideration
4.1.
Core considerations specific to change management and reform implementation
In the Board’s view, clear evidence exists, especially in relation to integrity issues, that change is
required within the Service.
To successfully implement positive change a strong and united leadership must:



4.1.1
establish a clear aspirational vision, purpose, and agreed set of values that contribute to a
single overriding culture built on the foundations of professionalism and integrity
establish effective communication to engage all staff in the change management process,
and
provide appropriate human and technological resources to facilitate the desired change.
Strong and united leadership
As the ACBPS consists of separate enforcement, facilitation and trade regulation pillars, creating
‘one team’ with common goals and objectives may be a challenge. Visible and accessible ‘reform
champions’ throughout all levels of management will positively promote the reform programme.
Leaders at all levels in the ACBPS must be empowered and accountable. Targeted leadership
training and development opportunities must be made available to strengthen workforce capability
and leadership skills. The development of leaders at various levels will place the ACBPS in a strong
position to embrace and respond to change and rise to the challenges of an evolving border
environment.
4.1.2 Effective communication and staff engagement
Consultation and continuous communication across the Service are critical to securing staff support
and creating a shared vision.
ACBPS Senior Executive Service officers appear to have a good understanding of the challenges and
the need for change. Other staff have indicated a willingness to accept and proceed with change, but
were uncertain of management’s direction and agenda. This represents a challenge for the ACBPS.
Communication across the ACBPS is challenging due to its size, geographic diversity, and shift
rotations with non-standard hours. The location of the majority of the senior management in
Canberra, away from the operational officers, may create a disconnect between strategic direction
and delivery.
The Board was encouraged to hear from staff and union representatives that the majority of the
ACBPS’s staff have pride in the organisation and are concerned by the integrity/corruption
allegations of the recent past. These attitudes indicate an openness to eliminate such activity and
should be harnessed in the development of a culture of integrity and professionalism within the
ACBPS.
The Board strongly supports a communication strategy that provides all staff with a strong sense of
what is to be achieved and how success is to be measured. It should set out the different aspects of
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the reforms, implementation processes, clear timeframes and goals, and identify those responsible
for each reform. Critically, it must involve continuous engagement by the most senior leaders of
ACBPS with the front line personnel, to ensure the vision is understood by all levels.
4.2.
4.2.1
Considerations specific to the ACBPS Blueprint for Reform
The ACBPS People and Operating Model: A professional and agile Service that is adaptive
to change
The ACBPS must be a dynamic, skilled and high performing workforce with the capacity to respond
and adapt to change if it is to succeed in the face of an increasingly complex and constantly evolving
border environment.
Performance management and assessment processes should ensure staff have meaningful goals and
recognition. Along with a focus on ‘what’ an employee has achieved, emphasis should also be placed
on the ‘how’ with measures to assess how well staff perform in relation to professionalism and
integrity.
The Board notes there is a need to complement reform activities which are enforcement based with
positive activities and proactive measures. These can include:




4.2.2
ongoing transparency in recruitment (both internal and external) and staff mobility
processes
ensuring that clear career progression is available and visible for staff wishing to advance
within the ACBPS
ongoing merit based selection processes, and
ensuring that there are strong policies around performance management and that these
policies are actively implemented between managers and staff.
Modernisation: Efficient business systems, streamlined processes and sophisticated
intelligence
Increasing trade and travel volumes place strain on ACBPS’s human resource intensive transaction
based operating processes. This trend is expected to continue. Sophisticated intelligence
approaches must be developed if the ACBPS is to successfully implement its intelligence-led risk
based approach and meet these challenges.
The numerous disparate and stand-alone systems used contribute to an inhibited flow of
information, which in turn reduces the ability to be responsive to demands. A commitment to
information sharing and to investment in the right IT systems, facilitating information sharing and
allowing for integration of intelligence that will support big data1 analytics, is required. The Board
encourages the ACBPS to break down any internal barriers to intelligence related information
sharing, develop further strategic relationships with partner agencies working in the border
environment, and other relevant law enforcement areas, to improve overall intelligence capability.
1
Big data is a collection of data sets so large and complex that it is difficult to process using traditional database management tools or data
processing applications. Big data is typically characterised by its velocity, variety and volume.
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New systems and processes must be prioritised so as to best support the goals of moving to big data
analytics and increasingly sophisticated intelligence approaches.
4.2.3
Integrity: A disciplined Service culture and workforce hardened against corruption
Integrity and professional standards function within the ACBPS
This important function performed by the ACBPS’s Integrity and Professional Standards Branch, in
ensuring that key reform objectives of ethics and integrity are being met, must be clearly defined,
well-resourced, respected and visibly supported across the ACBPS.
The Board considers that placement of the integrity and professional standards function within the
organisational structure must demonstrate its relative independence, with a direct line of reporting
to either the CEO or a Deputy CEO. The head of the function should have integrity and professional
standards as his or her sole focus.
Selection of suitable officers for this role will be vital. The officers need to be carefully chosen for
their intellectual capacity, ability, investigative experience, and above all, their integrity. This
process may require the external recruitment of experienced and multi-disciplined personnel.
Access to relevant information, intelligence gathering and interpretation capabilities will be
important for this function. Liaison with other border agencies and federal and state and territory
law enforcement agencies with responsibility for integrity and professional standards will also be
important.
The development and ongoing delivery of prevention, disruption and assurance strategies to target
and test potential vulnerabilities, throughout the ACBPS, will be critical.
The Board supports the appointment of a Special Integrity Advisor to provide the Chief Executive
Officer independent advice on anti-corruption measures and assurance systems. The Special
Integrity Advisor should also have the necessary powers and resources to undertake investigations
as directed by the Chief Executive Officer. The Board sees this appointment as a priority within the
next 12 months.
The Board supports the introduction of an ACBPS specific code of conduct and the establishment of
core values within the Service. These will provide a strong sense of purpose throughout the ACBPS
and clearly articulate appropriate and professional behaviour. It is key that these are effectively
promoted throughout the ACBPS.
Integrity Impact Statement
The Board considers integrity considerations should be embedded in all activities including the
development of new policies, practices and IT systems. Including an ‘Integrity Impact Statement’, for
example in project plans, will be a trigger for officers to consider the project/change from an
integrity and anti-corruption perspective, and bring the issues of integrity to the forefront at the
beginning of any initiative. This will work to infuse the ongoing consideration and awareness of these
issues into all aspects of ACBPS work and culture.
ACBPS response to ACLEI/AFP identified vulnerabilities at Sydney Airport
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A number of mitigation strategies to address the issues identified by ACLEI and the AFP at Sydney
Airport have been identified including stronger supervision and accountability, implementation and
enforcement of internal policies, vetting and training and introduction of better access controls and
increased scrutiny. These should be implemented as soon as possible.
The ACBPS should test the vulnerabilities identified at Sydney Airport once mitigation strategies have
been fully implemented to determine whether these strategies have been effective in reducing the
corrupt activities and whether mitigation measures have pushed the risk of vulnerabilities to other
areas of the Airport.
The Board further notes that vulnerabilities exist outside of ACBPS controlled areas and its direct
chain of command within the airport environment (for example, passenger screening and baggage
processes). Containing corruption should not stop with the ACBPS. The Board notes that further
review of these vulnerabilities should be conducted, with appropriate Government action taken.
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5. Conclusion
The priority for the Board has been to provide advice and recommendations to aggressively target
corruption and oversight the implementation of reforms to embed an improved culture of
professionalism and integrity within ACBPS.
Since its first meeting on 1 February 2013, the Board has been provided with an extensive range of
documentation, briefings, and facility tours to establish a strong understanding of the challenges
being faced by the Service and opportunities to address these challenges.
The Board notes that a first phase of reform is already being implemented and that a second phase
of reform, which is currently being developed, will constitute the significant proportion of the total
reform programme. Given the size and scope of the second phase of reform, the time taken to
implement change will naturally take longer. It is essential that timeframes are closely monitored
and managed so as to effect change within an acceptable period, noting that some modernisation
processes will be dependent on external factors including the pace of technological advances.
Through its consultations, the Board is satisfied that the challenges faced by the Service are very real
and require appropriate reform. The Board is also satisfied that the first phase of reforms already
implemented are appropriate, and that the three reform tracks identified in the ACBPS Blueprint for
Reform accurately capture the areas where the Service needs to change in order for it to meet
existing and future challenges.
Identifying the issues and supporting mitigation strategies is in some ways the easiest part of the
task faced by the ACBPS. By far the biggest challenge the ACBPS will have is the successful
implementation and integration of the reforms into its everyday business. Meeting this challenge
will require strong, effective and professional leadership at all levels and a commitment to ongoing
staff engagement and effective change management.
The Board acknowledges its role is only partially complete in providing advice on the challenges
faced by the ACBPS. The Board has an ongoing role as an independent observer oversighting the
implementation of the reforms. The Board will continue to provide advice to the Minister for Home
Affairs and Justice on the effectiveness of the reform strategy.
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Appendix A: Terms of Reference
Terms of Reference
1.
Preamble
The Government has committed to the comprehensive reform of the Australian Customs and Border
Protection Service (ACBPS) to improve its law enforcement capability, its business operations and its
integrity culture.
A particular challenge facing the ACBPS is the sophistication of organised crime, which is actively
seeking to infiltrate and subvert border controls. Investigations following the extension of the
jurisdiction of the Australian Commissioner for Law Enforcement Integrity to cover ACBPS have
revealed apparent corruption of ACBPS staff.
The Board’s top priority is to provide advice and recommendations to aggressively target corruption
and oversight the implementation of reforms.
The first stage of reforms were implemented last year. The Law Enforcement Integrity Legislation Act
2012 provides for integrity testing of ACBPS staff, mandatory drug and alcohol testing of ACBPS staff,
mandatory reporting by ACBPS staff on a range of issues, and gives the CEO of ACBPS the ability to
terminate the employment of ACBPS staff for serious misconduct without remedy under the Fair
Work Act.
The second stage of reforms will be released this year. This will set out a blueprint to overhaul
Customs business operations, law enforcement capability and integrity culture.
2.
Purpose
The Board will advise the Minister for Home Affairs on strategic reform for the ACBPS and help drive
the implementation of reforms already introduced. The Board will not be a decision making body.
3.
Terms of Reference
The Customs Reform Board will make recommendations to the Minister to:
•
•
•
•
4.
Improve the business operations, law enforcement and integrity culture of the ACBPS
embed an improved culture of professionalism, collaboration, innovation and adaptability
within the ACBPS
make operational, administrative and legislative changes required to support the reforms;
and
any other relevant matters.
Methodology
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The Board is composed of a senior representative of the integrity sector, a senior representative of
the law enforcement sector, and a senior representative of the business sector, appointed by the
Minister for Home Affairs. The Board will be part-time and will meet on a regular basis. The Secretary
to the Attorney-General’s Department will act as Secretary to the Board, participating fully in Board
discussions and deliberations, and the Board will be supported by a Secretariat situated in the
Attorney-General’s Department. It will receive and consider recommendations and proposals
developed by the ACBPS and/or other Government Departments and Agencies, but will also be free
to develop its own recommendations and proposals. The Board may task Government Departments
and Agencies, through the Secretary, with responding to its questions.
5.
Consultation
The Board may consult with relevant stakeholders, including Government Departments and
Agencies, as it sees fit, with arrangements to be made by the Secretary. Submissions may be sought
by the Board.
6.
Reporting
The Board will report directly to the Minister for Home Affairs, as required by him.
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Appendix B: Customs Reform Board Meeting Schedule
The Customs Reform Board met formally on the following dates:
February 2013
Friday 1 February 2013
March 2013
Friday 15 March 2013
April 2013
Wednesday 10 April 2013
May 2013
Thursday 2 May 2013
May 2013
Tuesday 28 May 2013
June 2013
Friday 14 June 2013
At its meetings the Board regularly took the opportunity to hear from and put questions to the CEO
of ACBPS, the Australian Commissioner for Law Enforcement Integrity, and the Commissioner and
Deputy Commissioner of the AFP.
The Board also came together on separate occasions as part of its consultation and discovery
process, outlined below. In addition to these meetings, the Board met regularly with ACBPS
representatives to discuss reform initiatives.
13 March 2013
Australian Commission for Law Enforcement Integrity (ACLEI)
Australian Federal Police
Operational familiarisation tour of Sydney International Airport and ACBPS
facilities at Port Botany
10 April 2013
Community and Public Sector Union
Australian Institute for Marine and Power Engineers
Australian Public Service Commission Capability Review Team
22 April 2013
Customs and Border Protection Senior Executive Service
Customs Brokers and Forwarders Council of Australia
28 May 2013
ACLEI
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7 June 2013
Minister for Home Affairs and Justice
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