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This is part of a case series. For Andrew Metcalfe, 18 July 2005 was a day of conflicting emotions. It marked his return to the Department of Immigration, Multicultural and Indigenous Affairs, an agency in which he had spent most of his career. But he was taking office the same day his predecessor and two deputies were being farewelled, following their peremptory removal from their posts. Metcalfe had been given the job as someone skilled and reliable who could fix up the mess the immigration department had found itself in, which had precipitated a swathe of inquiries. A stop gap solution would not work. Far-reaching change was needed. This rich, three-part case can be used to discuss topics such as organisational change, crisis management, and public sector leadership, as well as immigration policy.