Organisation: Department of Immigration and Border Protection
Job Title: APS5 Various
Word Limit: Between 2000 and 3000 characters per criterion
Location: Melbourne
Contributes to strategic thinking
My strong record of success in a variety of settings throughout my career demonstrates my strong
capacity to achieve crucial results and deliver quality outcomes within set timeframes.
Fundamental to these roles has been an essential ability to weigh up the costs and benefits of
courses of action in order to decide what steps to take to achieve positive outcomes. Throughout
my career I have established a reputation as a high achiever due to my ability to effectively
evaluate processes and policies, and hold myself accountable for outcomes and the continual
improvement of the processes for which I am involved.
As the APS 4 Irregular Maritime Arrivals Coordinator (IMA) I am responsible for deploying
interpreters to Christmas Island in a timely and efficient manner. This means identifying the key
areas for improvement in the manner interpreters were being deployed. I did an investigation and
identified key areas where improvement could be effected including the existing procedures not
being fully followed, a lack of communication between I and other colleagues regarding
interpreter deployment and a loss of revenue from the cost of assigning external interpreters
rather than internal ones. Also external interpreters were being contacted without my
confirmation.
I prepared an agenda for the meeting to focus on the correct IMA procedures and to build a more
coordinated relationship with the National Office colleagues.
On the agenda were the following points
Clarifying IMA Procedures and why the procedure manual was introduced
Advising that direct contact with interpreters without notifying me was inappropriate
Direct contact with external service providers was unprofessional
Clarifying those IMA interpreter activities was the responsibility of TIS National
Clarifying effect of not communicating where/which interpreter/s are deployed
Clarifying expectations of their role and my role
The loss of revenue by engaging external service provider interpreters ahead of TIS National
interpreters
Each point was carefully addressed with me outlining the areas that required improvement to
conform to the correct procedures and advising the correct processes that should be followed. I
also pointed out that a consistent and united front with interpreters was critical in order to restore
the IMA procedures to their full potential.
The result was that my strategic understanding and implementation of the department’s goals
effectively resolved significant process gaps. My action in addressing this with a senior colleague
led to a much improved and effective deployment of interpreters and improved lines of
communication, resulting in a consistent and united front when dealing with interpreters. I was
also able to increase revenue and save substantial costs to the Department by using TIS National
Interpreters ahead of external agencies.
2. Achieves results
My overall emphasis is a focus on delivering results for our clients and stakeholders. This has been
demonstrated in my roles through the utilisation of resources made available and through the
learning and training I’ve received, and the sharing of necessary information. Throughout this
process, has been the ongoing professional communication standards I’ve exhibited for my clients
and internal stakeholders, promoting trust and engagement to create partnerships that are
productive and achieve common goals.
As an example interpreters traveling to Papa New Guinea (PNG) were only able to apply for a short
term business visa for 30 days. In addition they could only apply and get this visa four times a year
reducing the time they can function in PNG resulting in a high turnover of interpreters and a
consequent high cost to the department. This also interfered with our ability to deliver a high
quality stable service to our stakeholders with the frequent change of interpreters. Interpreters
need time to develop a rapport and get to know the stakeholders in order to effectively interpret.
Deciding we needed a better solution I set about liaising with the PNG Government and officials in
Canberra to get working visas for interpreters to travel and stay in PNG for three years. This would
stabilise the relationship with the stakeholders, reduce travelling costs and improve the
relationship with the stakeholders and the department. I organised health checks and ensured
that interpreters had valid passports for the three years. Also drafted up correspondence on new
visas and had the interpreters make appointments for medical and police clearance checks. Once
that was done and the paperwork was sent to me I forwarded the paperwork to the PNG
government for processing so applications for the visas could be successfully obtained.
This was accomplished with the result that 3 year visas could now, with the proper paperwork
completed, be obtained for interpreters travelling to PNG thereby substantially reducing the costs
involved.
On another occasion I achieved substantial results by introducing a paperless environment. The
amount of paperwork needed for the administration of the interpreters was massive and resulted
in large bulky files and time consuming searches when information was required. By my
introduction of the TRIM software for recording data and having all data entered into the system,
a massive reduction on paperwork was effected. On introducing this it is now standard practice for
new staff to be acquainted with the training manual and how to use the system efficiently. This
has resulted in improved accuracy, sped up searches, considerable reduced cost savings, time and
space used and the potential loss of data.
3. Displays personal drive and integrity
A self-motivated, results-orientated professional, I take responsibility for achieving outcomes
within my position as a Acting Supervisor of the Irregular Maritime Arrivals. My career to date has
involved diverse responsibilities, such as mentoring counseling and training, and embracing
customer-based and team-based service delivery models, enabling me to develop excellent
personal and professional skills. With a demonstrated record of commitment, consistency and a
focus on quality service and outcomes, I possess practical experience and a range of professional
skills and strengths that contribute to positive outcomes.
Delivering a stakeholder service requirement within my role requires me to promote a standard of
professionalism in my approach to achieve positive outcomes, and I remain accountable to the
same standard when delivering our expected standards of customer service.
To illustrate this point there was a situation where an interpreter was not happy with another
interpreter whom they felt breached the code of ethics by discussing interviews and violating the
privacy act.
The interpreter stated they felt the offending interpreter should be sent home for this violation.
Explaining to the interpreter there is a process that needs to be followed and that statements are
not simply taken on face value I commenced an investigation into the affair to ascertain the truth.
It was important that I remain impartial during this investigation and that I simply assembled all
the facts. I began by liaising with the site coordinator to find out if any breach of the code of ethics
had transpired. After a full investigation it was determined that no code of ethics was violated. I
then counseled the interpreter who made the complaint explaining that no breach of the code had
occurred. I also pointed out that facts not opinions were required when reporting any situation
otherwise serious repercussions could occur to the detriment of an interpreter whereby they
could lose their job and find it difficult to acquire work and I also emphased the need for solidarity
among interpreters. The interpreter who complained understood after I had explained and
counseled them and they then went and apologised to the other interpreter for their actions.
I recognise my experience comes from an attitude to commit to never ending learning, and a
willingness to seek and receive constructive feedback from my peers and leaders, and has been a
cornerstone to assisting me to develop into the role I enjoy today, along with the opportunities
presented to contribute this attitude to learning back into my team, and with leadership.
4. Communicates with Influence
As an Acting APS 5 Illegal Maritime Arrivals Supervisor, I am responsible for leading a specialised
team that provides interpreters to DIPB’s Onshore and Offshore processing centres. My role
requires me to communicate clearly, and in terms that meet, and acknowledge the different
understanding styles that are diverse with our stakeholders. Choosing to emphasise problem
solving mentally as a preferred approach to communicating, has ensured I am focused on creating
awareness of what can be improved to drive a higher standard of effectiveness, and seeking out
opportunities of what I can contribute to achieve a common goal, as a way to promote
collaboration and influence in my communication style. This has required me to learn how to
listen actively, noting the slight and subtle differences in how my audience processes what is being
shared, and their reaction to it to gauge their level of commitment or indifference, and knowing
how to then adapt to match their initial expectations before engaging in communication with
them to work towards a common goal.
Working daily with interpreters requires me to build respect, maintain trust and work
collaboratively to achieve common goals. I deliver this by ensuring that I recognise individual
differences, working styles and that each interpreter understands the workplace principals.
To illustrate this, there was a staff member who, joining the team was limited with the tasks she
was able to perform due to a medical condition. However she was highly erratic in the
performance of her duties. She would arrive late, did not seem interested in performing her duties
and was argumentative. When I met with her to counsel her on the matter I explained that, due to
the restrictions on what duties she was able to perform, it was difficult to assign other work to
her. In the discussion that followed it emerged that she had previously held an APS4 position and
believed she should still be acting in this position and not the APS3 position she currently held.
Becoming angry the staff member stated she believed the duties she was performing were
beneath her and declared she had more skills and knowledge than I. She stated she did not want
to be in the team and wished to be transferred to a more challenging role commensurate with her
experience and knowledge.
Listening patiently and carefully to her I then pointed out to her that she still remained
accountable for her behaviour and work standards, I remained calm during and after her outbursts
and provided positive feedback on tasks she completed assuring her she was a valuable member
of the team and involved in team activities. My objective with this staff member was to ensure
that she felt valued and part of the team so over the course of several weeks I continued to invest
time in her behavioural development by providing positive feedback and contributed to her
success in eventually obtaining an APS4 Position.
5. Demonstrates Professional/Technical Proficiency
During my tenure as Acting Supervisor of the Irregular Maritime Arrivals a situation occurred when
the contract for three staff in Logistics had expired. Staffs are employed on a contractual basis and
when the contract runs out or ends that staff member is no longer employed. Those three staff
members left the position at the expiry of their contract resulting in us being severely
shorthanded. It was important that we had a full complement in order to ensure the work was
completed, so I promptly trained one full time and one part time staff member from the Booking
team. As we were still shorthanded I then wrote up a business case to get approval for an
additional staff member which was approved. They were put in provisionally for four months to
ensure they could do the job and the area is now operating smoothly.
In my role I weigh the costs and benefits of utilising an interpreter from an external panel provider
for deployment to DIPB’s Onshore and Offshore processing facilities. On one occasion I received a
request to extend the stay of an external interpreter for an additional six weeks. This would have
involved bring the booking for a total of ten weeks and outside the standard booking policy. The
Policy states that an external interpreter can only stay for a maximum of four weeks with a further
four week extension. I reviewed this request, weighing up the costs involved, the impact it would
have on various stakeholders by not extending the stay and what benefits would be incurred. I
also had to take into consideration the wellbeing of the interpreter and if they were able to
manage a ten week deployment.
Contacting the site coordinator I enquired why the extension was considered important. The
coordinator advised me the interpreter was fluent in three different languages and it would
require 3 interpreters to replace him in order to continue the level of service required. The
interpreter was willing to stay the additional time and was performing the role competently.
Making a strategic decision I decided to extend the stay of the interpreter based on the cost of
sending three interpreters to replace him; the interpreter was performing his role to the standards
required and was happy to stay. In addition any new interpreters would need to develop a rapport
with the stakeholders and transferees whereas the existing interpreter had already accomplished
that.
The result of my decision was that considerable time and costs savings were made to the
department by not contracting three additional interpreters on a four week contract each with
attendant expenses and was met with approval by my manager and satisfied stakeholders who
were able to maintain stability and consistency.
