Immigration Enforcement: Small Solutions Have a Big Impact

Immigration Enforcement: Small Solutions Have a Big Impact

A small group of 15 auditors at Immigration and Customs Enforcement (ICE) may soon have a substantial impact on worksite compliance. ICE recently announced the creation of a new unit to help combat the employment of illegal aliens. The Employment Compliance Inspection Center complements the Obama administration’s strategy of investigating employer violations of illegal hiring by analyzing I-9 and tax data of large companies suspected of violations to help ICE field offices pinpoint cases to pursue. ICE has announced plans to audit the records of approximately 1,000 businesses in the coming months. This program will complement the operational employment verification programs (e.g., U.S. Citizenship and Immigration Services (USCIS) E-Verify) and investigative compliance programs across the Department.

This approach is, in part, a response to criticism that local field offices did not have the manpower or tools to investigate larger companies and that ICE has predominantly brought recent cases against smaller businesses. It further supplements the primarily voluntary employment verification programs (e.g., E-Verify, ICE IMAGE) by giving the Department of Homeland Security (DHS) the data to support stricter compliance actions against businesses who fail to meet established standards.

As with any new enforcement and compliance tool, there is backlash from the private sector. They are already raising complaints that these investigations are invasive and unfairly take advantage of businesses who believe they are in compliance, but still have illegal workers on their books. Subsequent corrective action could result in immediate termination of portions of the employer’s workforce and/or the leveeing of fines, both having a negative impact on the company’s production and financial viability. Furthermore, some have expressed concerns that given the current Federal budget crisis, this is not the right time or place to expend limited resources (e.g., estimates say the team will cost $1M in the first year).

ICE should continue to use all available tools at its disposal to combat illegal hiring. Using inspection and monitoring tools to drive companies to engage with compliance programs enhances DHS’s ability to enforce the immigration laws already on the books. The benefits of this and similar programs not only outweigh the negatives, but also provide value in other areas:

  • Increases the leveeing and collection of fines associated with these violations. In 2010, employers paid nearly $7M, a seven-fold increase in fines from the year before. With the additional audits, collections could reach $25M in the next year. These funds would not only pay for the unit itself, but also support other mission areas. Examples of this model exist within DoJ and Health and Human Services.  Their compliance task forces successfully collect millions of dollars each year, which offset any costs of operating the units
  • Provides additional resources to enable DHS to expand it’s monitoring beyond the primarily voluntary employment verification programs
  • Identifies better data analysis techniques and applications that could support other mission needs. For example, E-Verify’s Monitoring & Compliance Branch could leverage lessons from ICE to automate its processes to more proactively pick up on new trends and behaviors
Immigration

Organization Redesign: Is the Cure Worse than the Ailment?

Organization Redesign: Is the Cure Worse than the Ailment?

According to a popular management joke, new executives should blame their predecessors when facing their first crisis.  When facing their second crisis, they should reorganize everything. Jokes are funny when they’re seen as plausible. Reorganizations show action, produce change, and create opportunities for new leadership. However, are reorganizations worth the disruption?

Arc Aspicio to Host Design Thinking Forum: Creating the Future of Government on June 21

Arc Aspicio to Host Design Thinking Forum: Creating the Future of Government on June 21

Washington, DC, June 7, 2017 — Arc Aspicio plans to host an inaugural Design Thinking Forum featuring a discussion on how Federal leaders can innovate solutions to create the future of Government. Design Thinking is a human-centered innovation process that emphasizes observation, collaboration, fast learning, visualization of ideas, rapid concept prototyping, and concurrent business analysis, which ultimately generates innovation and increased mission outcomes.

Firefighters Show You Can Develop a Strategy While Fighting Fires

Firefighters Show You Can Develop a Strategy While Fighting Fires

“Employees at all levels are too busy ‘doing their jobs’ and ‘fighting fires’ to devote time or pay heed to strategic initiatives.” It’s a common complaint. Academic literature has confirmed that ‘firefighting’ takes up much of the manager’s job and offers extensive advice on how to stop fighting fires – and even how to suppress the urge to do so.

The SILab: An Invitation to Embrace Innovation

The SILab: An Invitation to Embrace Innovation

Government agencies and businesses must embrace innovation and strategic thinking to keep up with today’s changing society, rising demands, and complex problems. Encouraging organizations to fully adopt innovative thinking, however, is difficult. Organizations are often focused on their daily activities and have limited time to discover new approaches. In addition, employees often choose to stay with proven, mainstream solutions because they fear wasting resources or failure. 

Putting the Mission First in a Leader’s Agency Reform Plan

Putting the Mission First in a Leader’s Agency Reform Plan

Agency leaders have more than a little to do these days. The Office of Management and Budget (OMB) released guidance for implementing Executive Orders and Presidential Memoranda on Federal management and human capital. The Comprehensive Plan for Reforming the Federal Government and Reducing the Federal Civilian Workforce (M-17-22) directs agencies to create comprehensive plans to enhance mission focus, streamline operations, and improve workforce effectiveness and efficiency.

SharePoint: Unique Solutions for Homeland Security Partners

SharePoint: Unique Solutions for Homeland Security Partners

As information sharing has become more common across local, state, and federal agencies, homeland security partners need tools to manage this critical data. SharePoint has emerged as an information sharing tool that can assist emergency managers, law enforcement agencies, and others across the homeland security enterprise with the sharing of sensitive data with internal and external partners, quickly and securely.

Managing Change Using a Maturity Model

Managing Change Using a Maturity Model

The pace of change is accelerating. Government agencies, and their employees, must find new ways to support their stakeholders and manage internal operations in the face of changing mission expectations and potential budget cuts. Guiding the workforce through the change is messy and challenging and is essential to successful implementation of innovative ideas, technologies, and processes. 

Lost in Translation No Longer: Data Translators Bridge the Gap to the Mission

Lost in Translation No Longer: Data Translators Bridge the Gap to the Mission

Two main types of problems can make it difficult to make data-driven decisions: technical and cultural. Technical difficulties could include data that is messy, incomplete, or split between different departments or components. Cultural factors might include a resistance to change, an environment that favors trusting your instincts, or a belief that things are fine the way they are. 

How to Use Data to Drive Employee Engagement

How to Use Data to Drive Employee Engagement

When it comes to retaining your workforce, one feature correlates to 87% increases in retention and 57% increases in employee effectiveness. It is not compensation. It is employee engagement. Engagement measures an employee’s emotional commitment to an organization and willingness to use discretionary effort to achieve organizational goals. In other words, engaged employees strive to exceed the status quo. 

A Leader’s Most Influential Tool: Gratitude

A Leader’s Most Influential Tool: Gratitude

Gratitude is one of a great leader’s most powerful tools. It creates positive energy among an organization and the sense of appreciation permeates through the work the collective group is performing. Influential leaders listen to the needs of their colleagues and express gratitude. This helps them bring out the potential in the people they lead and inspire them to achieve what is most important to them and to the project.

The Design Era of Project Management

The Design Era of Project Management

Project Management best practices and methods continue to evolve to address the biggest challenges Government agencies face in today’s market. The increased use of Agile and the move from traditional waterfall methodologies is fairly common in Information Technologies. Projects use Agile methods such as Scrum or Kanban, and organizations invest a lot of time and effort to make this cultural shift on projects.