Strategic Plan 2011 - 2014
Introduction
This strategic plan will guide management and operational decisions within the Administrative Appeals Tribunal (AAT) in relation to priority setting, resource allocation and performance monitoring processes.
The AAT will use its strategic plan to align its organisation and budget structure with organisational priorities, missions, and objectives. The strategic plan:
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sets out the AAT's vision, mission and values
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describes the AAT's longer-term goals and objectives
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provides details of the strategies or means that the AAT proposes to use to achieve these general goals and objectives
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states the specific outcomes that the AAT will use to evaluate progress towards those goals and objectives.
The strategic plan has been developed having regard to the views of all members, officers and staff and several key stakeholders. It will be subject to a review in late 2012.
About the Tribunal
The AAT was established in 1976 under the Administrative Appeals Tribunal Act 1975 (Cth) (AAT Act) to provide independent merits review of administrative decisions. The AAT considers afresh the facts, law and policy relating to a decision and determines what is the correct - or, in a discretionary area, the preferable - decision. The AAT may affirm, vary or set aside the decision under review.
The AAT has jurisdiction to review decisions made under more than 400 separate Commonwealth Acts and legislative instruments. The largest part of the AAT's workload consists of applications in the areas of family assistance and social security, taxation, veterans' entitlements and workers' compensation. The AAT also reviews decisions in areas such as bankruptcy, citizenship and immigration, civil aviation, environmental protection, corporations law, customs, freedom of information, industry assistance, passports and security assessments undertaken by the Australian Security Intelligence Organisation.
The AAT is recognised as a leading administrative review tribunal both within Australia and internationally.
Nominated members of the AAT perform a range of additional functions under a number of Acts, including the Surveillance Devices Act 2004 (Cth), Telecommunications (Interception and Access) Act 1979 (Cth) and Proceeds of Crime Act 2002 (Cth).
The AAT consists of a President, who must be a Federal Court judge, other presidential members (being judges of the Federal and Family Courts and Deputy Presidents), Senior Members and Members.
The President, with the assistance of the Registrar, is responsible for managing the AAT and its resources. The AAT has registries in each of the State capital cities and in Canberra. Northern Territory applications are managed from Brisbane.
The AAT Act provides that the AAT must pursue the objective of providing a mechanism of review that is fair, just, economical, informal and quick. It also requires that proceedings of the AAT be conducted with as little formality and technicality, and with as much expedition as the requirements of the Act and a proper consideration of the matters before the AAT permit. The AAT follows a case management process that is designed to deal with applications in a timely and flexible manner. Almost all matters are referred to a conference at which parties discuss the issues in dispute, identify and consider additional material that may be obtained and explore whether the matter can be settled. Significant and increasing use is made of alternative dispute resolution (ADR) processes, such as mediation, conciliation, case appraisal and neutral evaluation. If the parties do not reach an agreed outcome at a conference or other ADR process, an application is heard and determined by a tribunal consisting of one, two or three members depending on the nature and complexity of the issues in dispute.
Outcome and program framework
The AAT's outcome and program framework sets out its commitments to the Government. Each year details of the framework are outlined in the Portfolio Budget Statements, along with relevant performance information. Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Agencies must identify the programs that they will deliver to achieve the stated outcomes in the Budget and forward years.
Outcome
The AAT's outcome is described below.
Access to a fair, just, economical, informal and quick review mechanism for applicants through reviews of government administrative decisions, including dispute resolution processes and independent formal hearings.
Program
The AAT has a single program under which all services are provided:
Provision of an Administrative Appeals Tribunal.
The express objective of the program is to provide applicants with a fair, just, economical, informal and quick mechanism for review of government administrative decisions.
Vision
To be an accessible, expert and innovative organisation that delivers administrative justice for individuals and organisations and improves the quality of government decision-making.
Mission
To undertake high quality independent merits review of administrative decisions in a manner that is fair, just, economical, informal and quick through the use of alternative dispute resolution processes and formal hearings.
Our core values and behaviours
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Accessibility
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Effective and courteous communication
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Efficiency and accountability
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Fairness and professionalism
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Quality, consistency and independence of decision-making
The strategic agenda
Goal 1 Our users - to provide a high quality independent merits review process that is fair, just, economical, informal and quick
| Strategic Priorities | Priority Actions | Outcomes |
|---|---|---|
1.1 Ensure our review process is of a high quality.
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Review existing performance objectives and measures and, if required, develop a new or modified performance measurement framework. Undertake regular reviews of the AAT's practices and procedures to ensure they are effective and efficient, and address the factors that contribute to the costs and delays in the finalisation of matters. Identify and pursue legislative and other changes that support the use of active case management and ADR processes within the AAT. Revise and develop policies and practices on the protection of personal information that arises in AAT matters. |
New or modified performance measurement framework is implemented as required. Changes to practice and procedure lead to improvements in relevant performance measures. Relevant time standards under the new or modified performance measurement framework are satisfied. Stakeholder and user feedback and outcomes of appeals to the Federal Court affirm quality of AAT processes. The Government responds to requests for legislative and other changes. The AAT has policies and practices for the effective protection of personal information. |
1.2 Promote and facilitate the use of appropriate ADR processes. |
Improve the collection of data and undertake targeted research on the use of ADR processes and outcomes to assist in policy development and reporting. Review the AAT's ADR referral guidelines and processes to ensure ADR is used in the most effective and efficient way. Implement and maintain the AAT's policy on the use of accredited mediators in AAT matters. Increase awareness of the various forms of ADR amongst AAT users and the wider community. |
The AAT has accurate and relevant data and a greater understanding of ADR processes and outcomes, and uses that information in reports and the development of policies. Improvement in relevant performance standards. Policy on accredited mediators is implemented and maintained as appropriate. AAT users are aware of the range of ADR processes that may be used in AAT matters. |
| 1.3 Provide accessible and effective registry services, including the delivery of information and services through the use of appropriate technologies, and maintain effective communication and engagement with our users and the public. | Consider and, to the extent possible, implement the recommendations of the 2011 eServices Strategy Report. Develop and implement a regional engagement strategy to improve service delivery in remote and regional Australia. Review the AAT's Service Charter and plans and policies directed to enhancing the accessibility of services for indigenous Australians, people from other culturally and linguistically diverse backgrounds and people with a disability. Continue to upgrade the content and usability of the AAT's website. Ensure users (including self-represented applicants) are aware of, and understand, the AAT's procedures and case management expectations through the use of high quality documents (including practice directions, guides and guidelines), outreach services and educative activities. Develop a coordinated framework for engaging with, and obtaining feedback from, users and other key stakeholders, including by:
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A range of eServices are provided to members, officers, staff, users and the public. Users and stakeholders in remote and regional Australia are satisfied with the quality, accessibility and timeliness of AAT services. Accessibility of services for indigenous Australians, people from other culturally and linguistically diverse backgrounds and people with a disability, is enhanced. Users are satisfied with the content and usability of the AAT website. The AAT's written materials (including practice directions, guides and guidelines) and outreach resources are up-to-date and reviewed regularly. Users are aware of, and comply with, practice directions, guides and guidelines. Feedback through liaison meetings, consultations, surveys and complaints is used to inform improvements to the AAT's practice and procedure and registry services and resource planning. |
Goal 2 Our people - to maintain a professional, productive, rewarding and safe workplace
| Strategic Priorities | Priority Actions | Outcomes |
|---|---|---|
2.1 Anticipate and address our future organisational development, skill and knowledge requirements through:
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Develop a workforce plan for the AAT having regard to its future needs and relevant Government policies. Review the capabilities and skill sets required by members, officers and staff of the AAT. Review and implement appropriate changes to the AAT's performance management framework for officers and staff. Ensure professional development frameworks for members and Conference Registrars, including appraisal, are relevant and properly supported. Continue to develop and deliver high-quality training and professional development programs for members, officers and staff, including leadership and management training for senior staff. |
Workforce plan is developed and implemented. The AAT's members, officers and staff have the competencies and skills to perform their roles effectively and efficiently. Revised performance management framework is in place to support management and development of officers and staff. Members, officers and staff attend, and are satisfied with, training and professional development opportunities. |
2.2 Ensure there is effective internal communication and engagement with members, officers and staff. |
Develop and implement an information and communication framework. Conduct forums with members, officers and staff on strategic and policy issues as required. Undertake regular member, officer and staff surveys, including an assessment of their needs and satisfaction levels in relation to the support available to them. |
Communication framework developed and implemented. Members, officers and staff receive or can access relevant information and are satisfied that organisational decisions are informed by their views. |
2.3 Maintain a culture that values and respects collaboration, responsiveness, participation, diversity and different roles. |
Identify and create opportunities for collaborative projects within and across registries, functional areas and geographic locations. Develop and deliver training programs on diversity, cultural awareness and related matters. Review the indigenous employment and disability employment programs to ensure they are relevant and supported. |
Collaborative projects are established. Members, officers and staff work collegially and feel that knowledge and experiences are respected and shared. Members, officers and staff are aware of their rights and responsibilities in the workplace. Indigenous employment and disability employment programs are relevant and supported. |
2.4 Maintain a productive, safe and supportive work place that takes into account work/life balance. |
Implement appropriate arrangements and reviews to ensure the AAT's agency agreements and related human resource policies and practices support a productive, safe and supportive work place that takes into account work/life balance. Ensure the AAT has appropriate systems in place to identify and address OH&S risks. |
Arrangements and reviews are implemented. Members, officers and staff feel supported and safe within the workplace. The AAT's OH&S risks are identified and addressed. |
2.5 Provide effective and timely support to members performing persona designata functions. |
Further develop and deliver appropriate information, resources and training for members on the performance of persona designata functions. |
The members have the necessary support and resources to perform their persona designata functions effectively and efficiently. |
Goal 3 Our organisation - to manage our resources strategically and effectively
| Strategic Priorities | Priority Actions | Outcomes |
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3.1 Ensure that the roles, responsibilities and accountabilities relating to our governance arrangements and registry structures are appropriate. |
Review the functions and structure of Principal Registry. Review the structure, operation and resourcing of District Registries, including by developing registry resourcing models to help determine the level and allocation of resources having regard to workload and AAT priorities. |
Principal Registry and District Registries are structured to maximise the effective and efficient provision of services to internal and external stakeholders. |
3.2 Ensure that corporate services and systems are aligned with, and support the effective and efficient performance of, the AAT's operations and are consistent with relevant legislation and Government policies. |
Accommodation Review the AAT's accommodation requirements in light of its operational needs and relevant Government property guidelines. Information and communication technologies Improve the framework for identifying, prioritising and implementing technology projects and acquisitions to meet the AAT's business needs, including projects in relation to the maintenance and upgrading of existing information and communication technologies and data reporting tools that support the AAT's case management and administrative functions. Identify and address the AAT's requirements in relation to hearing room technologies, including recording and transcript services. Business systems Improve the quality of internal project design, budget submissions and business cases through the provision of training and other support to budget managers and other staff. Explore ways to encourage innovation. Library and information services Review and revise the library collection to best meet the AAT's needs. Review the arrangements for information, records and knowledge management within the AAT, including the intranet. Ensure that the contents of the AAT Practice Manual, Registry Procedures Manual and related resources are accurate and up-to-date. |
The AAT's operations and levels of activity are financially sustainable and make the best use of resources. Members, officers and staff are able to work efficiently and provide high quality and timely outcomes and services. Members, officers, staff and, where relevant, external stakeholders are satisfied that the AAT's accommodation, information and communication technologies, business systems, library and information services and resources and other corporate services and systems support its operations. |
3.3 Reliably capture and report upon all key information required for quality case management, performance monitoring and organisational decision making. |
Review the AAT's qualitative and quantitative information and data holdings to identify gaps and how they may be addressed. |
Planning, resource allocation and other organisational decisions are based on timely, accurate and relevant information. |
3.4 Apply, monitor and review our plans, policies and manuals to ensure they are clear, aligned with our operations and consistent with relevant legislation and Government guidelines. |
Ensure arrangements are in place for the regular review and updating of the AAT's corporate plans, policies and manuals. Improve the information, resources and training available for ensuring risks are properly identified and managed in the AAT. Review and revise the AAT's national and local business continuity plans and related documents to ensure they are current and that associated arrangements are in place. Review arrangements for ensuring members, officers and staff are aware of, and can easily access, relevant policy documents and manuals. |
Plans, policies and manuals are current, consistent with Government policies and guidelines, accessible and understood by relevant members, officers and staff. The AAT minimises its exposure to risks, and is in a position to respond appropriately in the event of a disaster. |
Goal 4 Our relationships - to engage effectively with Government, tribunals, the legal profession and other interested organisations in Australia and internationally
| Strategic Priorities | Priority Actions | Outcomes |
|---|---|---|
4.1 Contribute to strategic discussions, reviews and forums dealing with administrative review and related issues in Australia. |
Engage with Government and participate in other forums relevant to the work of the AAT and administrative review. |
Legislators and policy makers value the AAT's contribution on matters concerning administrative review and administrative law. |
4.2 Establish and maintain cooperative and collaborative engagements with courts and other tribunals, and with our international counterparts. |
Investigate and implement opportunities to provide, or share, registry services (including electronic services) and ADR services with courts and other tribunals. Continue to participate in peak bodies and other relevant forums, such as the Council of Australasian Tribunals, Commonwealth Heads of Tribunals, Commonwealth Registrars of Tribunals, Commonwealth Courts and Tribunals Learning and Development Forum and Australasian Committee of Court Educators. Maintain involvement in the International Association of Supreme Administrative Jurisdictions and relationships with overseas courts and tribunals. |
The AAT has appropriate arrangements with courts and other tribunals for the provision or sharing of registry services. The AAT actively engages with courts and other tribunals on matters of mutual interest. The AAT has effective relationships with overseas courts and tribunals. |
4.3 Promote greater understanding of the AAT and its role within the broader context of the AAT as an agency aimed at improving the accountability and transparency of government and the quality of government decision-making. |
Develop working relationships with other similar agencies, including the Australian Human Rights Commission, the Commonwealth Ombudsman and the Office of the Australian Information Commissioner. Undertake activities directed to raising awareness of the AAT, its decisions and the way in which it operates. |
Cooperative relationships are developed with related organisations. Relevant groups within the legal community and the wider community have a better understanding of the AAT, its role, operations and decisions. |