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Protecting staff, information and property

Performance Criterion Result

The department’s strong security culture and the quality of advice, the effectiveness of mitigation strategies and the timeliness of responses to international security incidents based on considered threat and risk assessments.

Criterion Source
Corporate Plan 2016–20, p. 18
Program 3.1, Portfolio Budget Statements 2016–17, p. 50
Case Study: Regional Security Advisers

 Partially Met

The construction and refurbishment of departmental overseas property completed within agreed timeframes and budgets.

Criterion Source
Corporate Plan 2016–20, p. 18
Program 3.2, Portfolio Budget Statements 2016–17, p. 51
Case Study: New Australian Embassy Bangkok—promoting Australian design and services

 Partially Met

The accessibility and reliability of the secure cable network.

Criterion Source
Corporate Plan 2016–20, p. 18
Program 3.1, Portfolio Budget Statements 2016–17, p. 50
Review

 Partially Met

Whether asset management plans are in place for all owned properties in the overseas estate.

Criterion Source
Corporate Plan 2016–20, p. 18
Program 3.2, Portfolio Budget Statements 2016–17, p. 51
Review

 Met

Whether the majority of tenants rate the performance of the service provider and the Overseas Property Office as good or better.

Criterion Source
Corporate Plan 2016–20, p. 18
Program 3.2, Portfolio Budget Statements 2016–17, p. 51
Review

 Met

Government agencies at overseas missions are satisfied with service provided in accordance with the Prime Minister’s Directive: Guidelines for the Management of the Australian Government Presence Overseas and service level agreements in place.

Criterion Source
Program 1.1, Portfolio Budget Statements 2016–17, p. 33
Review

 Met
Figure 18: Who we are


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Infographic depicting who we are. 6,276 total DFAT staff. 2,960 total staff in Australia. 115 overseas posts including 12 Austrade-managed posts. 3,316 total staff overseas.

Overview and analysis

The department undertook major operational activities to ensure the security of staff and official information and protect global assets. Overseas, we provided whole-of-government security, information and communications technology (ICT) and property services in line with the Prime Minister’s Directive: Guidelines for the Management of the Australian Government Presence Overseas.

A strong and resilient security culture

We made progress towards achieving a strong and resilient security culture and environment both in Australia and at our missions overseas. We improved security awareness through vetting, training and outreach, ensured appropriate physical, operational and technological security at our overseas posts and Australian offices, and produced high-quality threat and security risk assessments.

Key achievements included:

  • strengthening the security of our representation in Kabul, completion of security capability projects in Makassar, Doha, Bangkok and Ottawa and security upgrades in Ankara, Dhaka and Dili
  • inspections in 18 posts and security enhancements where appropriate
  • improved access to security advice and significant progress on a new Security Policy Framework that more explicitly aligns with risk-management principles, which will be launched in 2018
  • three inaugural overseas Post Security Officer (PSOs) workshops and two inaugural Regional Security Adviser conferences to support security managers at posts
  • a series of security awareness campaigns that delivered a 450 per cent increase in hits to the department’s security intranet site
  • armoured vehicle training in Africa, Asia and Australia, in-country security training in Port Moresby and Dhaka, and guarding training for the new embassy in Bangkok
  • resolution of the outstanding backlog of post-integration security clearance upgrades and a 36 per cent increase in processed clearances
  • work to transition from a paper-based to a digital security clearances management system, which will deliver a new capability in the second half of 2018.

The Australian National Audit Office (ANAO) undertook an audit into security at overseas missions in 2016. Its findings were published in August 2017. Its objective was to ‘examine the effectiveness of measures to strengthen the protection of Australia’s posts and staff overseas’. It made a number of recommendations to improve the effectiveness of our security. The department agrees with the recommendations although it does not fully agree with all of the supporting findings. The recommendations will assist the department in addressing issues that the ANAO has identified as being less than fully effective and thus requiring further improvement. We will continue the substantive activities undertaken in 2016–17 in the coming year, and note that many of the issues raised by the ANAO were the subject of improvements over the reporting period.

Securing our information and communications

Our ICT network links ministerial, state and territory offices, partner agencies and Australia’s overseas missions to support essential government services overseas. It operates in an environment of evolving cyber attacks and threats to information security. Our challenge is to protect the communications systems and improve information sharing so agencies can conduct business overseas in a consistent and coordinated manner.

We continued installing the International Communications Network (ICN). It underpins the operations of a modern, mobile foreign service and provides enhanced services to Australian Government agencies with an international presence. The ICN improves information security and cyber defences through upgraded software, new equipment and faster distribution of security patches. The rollout is on schedule and is being well received by departmental and partner agency staff. However, the timeline is daunting and leaves little room for slippage. We are managing this risk by protecting the welfare of the relatively small pool of technical installation staff, reprioritising work, and delaying operational and applications development activities where appropriate.

In line with the business priorities of the ICT Steering Committee, we developed IT applications to improve our aid fraud management system, electronic data warehousing, the New Colombo Plan website, corporate human resources and financial systems, and consular information systems. We optimised mobile device applications including the whole-of-government Parliamentary Document Management System. We transferred the global alumni system from the Department of Education and Training and redeveloped the alumni website.

The department boosted the global communications capability to support Australia’s expanding foreign service footprint. Under a new Telstra contract, we upgraded telecommunication services at the majority of posts, realising increased bandwidths and reduced operating costs. We upgraded satellite communication equipment at 16 posts, migrated critical network communications equipment into a high-availability data centre and leased a second data centre to provide disaster recovery capabilities.

These activities, together with ongoing work to duplicate power and communication links, strengthened the department’s ability to maintain vital international connections during crises, natural disasters and equipment failures. The network improvements also increased the usability of centralised corporate systems for posts and state and territory offices.

Table 5: Security and ICT statistics

 

2012-13

2013-14

2014-15

2015-16

2016-17

Number of posts and Australian Government entities with access to secure communications network and secure telecommunications infrastructure

144

172

168

170

168

Number of client agencies receiving ICT services

42

42

49

47

44

Number of cables

149,090

142,945

136,642

131,134

123,272

Cables to overseas posts

67,401

66,092

64,335

70,072

57,427

Cables from overseas posts

81,689

76,853

72,307

61,062

65,845

Number of security-related visits to overseas missions

111

131

87

93

110

Number of security clearances and revalidations processed

1,582

2,905

1,392

1,130

2,250

Managing our global property portfolio

The department managed the Commonwealth-owned overseas property portfolio of 127 properties worth $2.9 billion (Civas (ACT) Pty Ltd valuation). We oversaw the continuing $378.6 million multi-year program of construction and fit-outs for the overseas and domestic property portfolio and collected rent revenue of $112.4 million to maintain and upgrade property. We supported the Government’s decision to expand Australia’s diplomatic footprint with the fit-out of office accommodation at new posts in Phuket, Ulaanbaatar, Bogotá and Doha. We also commenced scoping studies to shortlist accommodation options for Rabat and Shenyang. We reached the mid-way point of construction of the new chancery in Nairobi.

In Port Moresby, we began construction of an annex to the existing chancery, allowing consolidation of staff to a single secure site. We completed office fit-out works in Ottawa and progressed relocation of the mission in Yangon. In the challenging operating and security environment of Kabul, we refurbished and consolidated our staff residential accommodation.

We have begun to implement a Pacific Property Strategy (PPS) to support the Government’s priorities in the Pacific. The PPS will deliver sustainable office and residential accommodation solutions across the Pacific portfolio through the application of new building technologies and an increased use of passive and active environmental measures. This program is expected to deliver reduced maintenance demands, lower energy and utility costs, and improved sustainability ratings.

We continued to work closely with the appointed architects on the concept design for the new embassy in Washington and managed consultations with occupying agencies and key stakeholders prior to seeking construction permits from local US authorities.

The works program for the domestic estate was also significant and included:

  • major fit-outs in the R G Casey Building to accommodate the Global Watch Office and the Foreign Policy White Paper Taskforce
  • refurbishment of several work areas to improve staff densities
  • full fit-out of the new NSW State Office.

We supported corporate reforms and reduced the administrative burden at posts by expanding the scope of outsourced services delivered by Jones Lang LaSalle (JLL). These additional services include some residential property management and soft building services such as cleaning, waste services and gardening maintenance. JLL also provided advice on energy, sustainability and air quality management. At four overseas locations we trialled measures to mitigate the impact of poor indoor air quality.

Figure 19: Property services 2016–17


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Infographic depicting property services 2016–17. Overseas and domestic property portfolios. Value of the owned overseas estate $2.9 billion as at 30 June 2017. 128 owned properties, 127 overseas and 1 domestic. 139 leased properties; 121 leased chanceries and heads of missions residences overseas; 18 leases for office space in Australia.

Following a competitive public tender process, we entered into a new contract with DHL for diplomatic mail and domestic mailroom services. To enhance security, DHL will develop a new electronic asset tracking system for mail and freight. Over the year, the diplomatic mailroom delivered 472 tonnes of unclassified freight via 33,000 global shipments. The diplomatic courier service also delivered 36 tonnes of classified safehand material to missions overseas. The annual client survey of the diplomatic mailroom’s performance conducted by Orima Research showed an overall satisfaction rating of 93 per cent.

Figure 20: Mailroom services 2016–17


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Infographic depicting mailroom services 2016–17. Diplomatic mail service to overseas missions 472 metric tonnes of unclassified freight via 33,000 shipments. Doughnut chart depicting freight distribution by weight (tonnes). Asia Pacific 62 tonnes, China 41 tonnes, USA 39 tonnes, Europe 79 tonnes, rest of the world 251 tonnes. Doughnut chart depicting volume of global shipments. Asia Pacific 6,589, China 5,600, USA 4,020, Europe 7,895, rest of the world 8,946. 36 metric tonnes of classified safehand material.

International Communications Network

The International Communications Network (ICN) Program is a five-year initiative to enhance, modernise and replace the Secure Australian Telecommunications and Information Network (SATIN) by 2017–18. The ICN platform comprises all ICT services, infrastructure and software necessary to provide communications environments at three different security classification levels, to 130 locations in Australia and overseas, including partner agencies, on a 24/7 basis.

In July 2016 the Department of Finance conducted a Gateway 4 Review, returning six green ratings across all criteria. The review team found that ‘successful delivery of the program on time, cost, quality standards and benefits realisation appeared highly likely without any risks to delivery’. We have implemented all the review recommendations.

The ICN program has reached the mid-way mark for implementation following commencement of domestic delivery for state and territory offices, ministerial offices and partner agency sites in June 2017 and completion of the fourth international tranche in the North Asia and North America regions.

Staff at post have reported significant improvements in system performance and feedback on the ICN installation process itself has been positive.

We acknowledge partner agency staff, sourced through short-term secondments, who provided crucial assistance in support of the program’s delivery arrangements.

Figure 21: International Communications Network (ICN) services 2016–17


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Infographic depicting International Communications Network (ICN) services 2016–17. 35% of posts migrated to ICN low and high platforms. 8,124 users transitioned to ICN. 165,000 kilograms of equipment shipped to posts, equivalent to 13 London double-decker buses. 103 of 157 sites transferred to a new wide area network service.

The department’s strong security culture and the quality of advice, the effectiveness of mitigation strategies and the timeliness of responses to international security incidents based on considered threat and risk assessments.

Regional Security Advisers

Case Study
Regional Security Adviser Stuart Bulloch with Security Manager Brendan Fernandes, KK Security and Mondial K9 security staff, and explosives ordinance detection dog “Rango” at the Australian High Commission, Nairobi. [DFAT/Daniel Kamau]
First Secretary and Regional Security Adviser Stuart Bulloch (3rd from left) with Security Manager Brendan Fernandes and KK Security and Mondial K9 security staff Peter Omindi, Nicholas Mitau, David Wanjala, Dominic Kyeki, Sanet Ababu, and explosives ordinance detection dog “Rango”, at the Australian High Commission, Nairobi, 30 June 2017. [DFAT/Daniel Kamau]

Regional Security Advisers

Regional Security Advisers (RSAs) are a key resource for the department. They provide expert security advice at posts in Kabul, Baghdad, Islamabad, Jakarta, Port Moresby, Amman, New Delhi, Beijing and Nairobi. RSAs work to mitigate security risks at posts in line with the department’s security goal, and their presence supports and facilitates the delivery of a secure work environment.

RSAs analyse developments that might affect the security of staff and families as well as government assets, operations and information. They manage vulnerability and risk assessments of posts and post activities, undertake physical security inspections and recommend any necessary mitigation measures. They assess a mission’s policies and procedures and build close, professional relationships with host government security agency counterparts.

While the threat environment in Africa varies greatly from country to country, staff face a range of threats, including terrorism, serious and violent crime, kidnap for ransom and civil disorder.

Our Africa-based RSA, Stuart Bulloch, commenced in Nairobi in late June 2016 following a significant change in the threat environment across the continent. He travelled regularly to missions in Accra, Abuja, Addis Ababa, Harare, Port Louis, Pretoria as well as Rabat. His position is a practical representation of the hub-and-spoke model, where the department delivers core corporate services from regional hubs.

Stuart’s work involved strengthening local relationships with security counterparts, improving the security culture of local staff through targeted awareness and enhancing the capability of the local security guards. Stuart coordinated security arrangements for the construction of the new Australian High Commission in Nairobi and provided valuable reporting on security issues to the department in Canberra.

Through the RSA program we can provide contextual and timely expert security advice which then allows diplomatic staff to focus on their priority objective of advancing Australia’s national interests abroad.

The construction and refurbishment of departmental overseas property completed within agreed timeframes and budgets.

New Australian Embassy Bangkok—promoting Australian design and services

Case Study
The new Australian Embassy in Bangkok, Thailand. [DFAT/Daniel Londono]
The new Australian Embassy, Bangkok, Thailand, 22 June 2017. [Daniel Londono]

New Australian Embassy Bangkok—promoting Australian design and services

The Government’s decision to construct a new purpose-built Australian embassy complex in Bangkok, comprising a chancery and head of mission residence, will provide secure accommodation in a modern, functional building. Construction of the $190 million project began in March 2014 and staff will relocate to the new complex mid-2017.

The project was delivered within budget. However, the program timeframe was exceeded by five months due to inadequate contractor resourcing to meet the technical and construction complexities of delivering such a project to Australian standards in an overseas environment. The sale of the existing chancery is in progress.

The new embassy complex showcases the best of Australian expertise and skills in architectural design, project management and building services, and an estimated $50 million worth of Australian materials and content was used in the project. Given the importance of embassy security, several Australian specialist sub-contractors have been involved in the design, manufacture and installation of physical and electronic security measures and controls.

The design concept by Sydney-based architects, Bligh Voller Nield (BVN), gives expression to the Australia–Thailand relationship. The curvilinear building structure represents the unique Australian landscape while traditional Thai architecture with internal and external water features is also included. The building’s outback colour, integral to the design, is achieved using 500,000 bricks commissioned from the Austral Brickworks plant in Bowral, NSW.

The complex also incorporates state-of-the-art building management technologies provided by Australian specialist engineering firms. These environmentally sustainable measures include glazing and building fabric to reduce energy demand, energy-efficient lighting systems, rainwater collection and storage, green roof technology, and wastewater treatment and reuse for landscape irrigation.

Reviews

The accessibility and reliability of the secure cable network.

The department introduced new ICT infrastructure and telecommunication services to improve the performance and resilience of the ICT network and the business systems that rely on it. We assigned additional resources to support our network’s compliance with the Australian Signals Directorate’s Essential Eight cyber mitigation strategies and created a branch dedicated to cybersecurity and ICT risk management. We commenced mandatory cyber awareness training for all staff.

ICT staff delivered quality services to departmental officers and partner agency staff connected to the secure cable network. Operational teams in Canberra monitored and supported the network on a 24/7 basis. Regional information and technical officers undertook preventative maintenance and emergency repair visits to posts and provided secure communications facilities to travelling portfolio ministers. According to a May 2017 survey by an independent market research consultancy, the overall level of user satisfaction with ICT support services improved, up from 6.6 last year to 7.2 (on a scale from one to 10). Partner agency staff rated the department’s delivery of ICT support services at 7.3 out of 10.

Whether asset management plans are in place for all owned properties in the overseas estate.

The department has developed asset management plans for all owned properties in the overseas estate. These are updated regularly to assist the prioritisation of future works across the portfolio and promote a strategic approach to building management.

Whether the majority of tenants rate the performance of the service provider and the Overseas Property Office as good or better.

The client surveys of the Overseas Property Office (OPO) and the new outsourced service provider Jones Lang LaSalle (JLL) conducted by Orima Research showed the majority of the department’s tenants were satisfied with OPO’s property management (89 per cent) and JLL’s maintenance services (83 per cent). Satisfaction with OPO’s overall performance remained strong across all regions with the results ranging from 80 per cent to 94 per cent. Overall satisfaction with JLL’s performance across all regions ranged from 68 per cent to 100 per cent. The survey results will assist in identifying areas for improvement and provide a basis for monitoring JLL’s performance in the out-years.

Government agencies at overseas missions are satisfied with service provided in accordance with the  Prime Minister’s Directive: Guidelines for the Management of the Australian Government Presence Overseas and service level agreements in place.

In 2016–17 we continued to provide corporate enabling and support services to other agencies with a presence at DFAT-managed posts to assist efficient administration and avoid operational and financial duplication. Under the Service Level Agreement, the department delivered financial, office, human resources, property and fleet management services on a cost-recovery basis to 26 government departments and agencies, including the New Zealand Government (see Appendix 8). We concluded an 11-month period of negotiation for a new arrangement that will come into effect on 1 July 2017 (with validity to 30 June 2020). The negotiations reconfirmed agency satisfaction with the department’s service delivery.

In 2017 the department established the Australian Government Global Service Delivery Board to facilitate agencies with staff deployed overseas working together collaboratively to promote an effective and coordinated approach to Australia’s overseas representation, and the efficient use of public resources, under the Prime Minister’s Directive. The inaugural meeting of the board was held on 19 April 2017 with 18 agencies represented. Through the board, agencies expressed interest in the department expanding its offering to support a broader range of services. The Global Service Delivery Section was established to coordinate and standardise the delivery of services under a single global service delivery model. The department will continue to strengthen its service delivery by creating a one door, one service catalogue, available to all agencies, globally.

A user satisfaction survey, conducted by Australia Online Research in May 2017, recorded a satisfaction rate of 7.3 out of 10 for ICT service delivery to partner agency staff. The department has been upgrading ICT infrastructure and telecommunication services for agencies with overseas representation as part of the International Communications Network (ICN) implementation. ICN has been well received by partner agency staff. The department negotiated a new Memorandum of Understanding (MoU) for the provision of ICT services to partner agencies for the period 2017–2020 with 30 agencies having signed the MoU as at 30 June 2017. Under the new arrangements, partner agencies will benefit from simpler access to services and a clearer costing methodology and fee structure.

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