![[header logo image]](img/header/img-hdr-logo.jpg "Australian Government - Migration Review Tribunal - Refugee Review Tribunal"){kind=logo}
Download
Part 4 – Management and accountability
Contents
- Senior management
- Corporate and operational plans
- Ethical standards
- Risk management
- Fraud control
- External scrutiny
- Whole-of-government activity
- Freedom of information
- Human resources
- Ecologically sustainable development and environmental performance
- Purchasing
- Asset management
- Consultancy services
- Purchaser/provider arrangements
- Discretionary grants
- Advertising and market research
- Correction of errors in previous annual report
The tribunals’ policies, practices and structure have been designed to ensure the good governance of the agency. This part sets out what the tribunals have done to ensure that appropriate management and planning processes are in place.
Senior management
Ms Kay Ransome commenced her appointment as the Principal Member of the tribunals on 6 August 2012 for a term of five years.
Sections 397 and 460 of the Migration Act provide that the Principal Member is ‘the executive officer’ of the tribunals and is responsible for their overall operation and administration, including ‘monitoring the operations’ of the tribunals ‘to ensure that those operations are as fair, just, economical, informal and quick as practicable’. Sections 353A and 420A provide that the Principal Member may give written directions as to the operation of the tribunals and the conduct of reviews.
Ms Amanda MacDonald is the Deputy Principal Member of the tribunals. The Deputy Principal Member’s responsibilities include member performance and professional development.
Senior members of the tribunals provide leadership and guidance to members. The senior members as at 30 June 2014 were Mr John Billings, Mr John Cipolla, Ms Miriam Holmes, Ms Linda Kirk, Mr Peter Murphy, Ms Louise Nicholls, Dr Irene O’Connell, Ms Kira Raif, Ms Sue Raymond, Mr Shahyar Roushan, Mr Giles Short and Mr Don Smyth.
Sections 407 and 472 of the Migration Act provide that the Registrar, the deputy registrars and other officers of the tribunals have such duties, powers and functions as are provided by the legislation, and such duties and functions as the Principal Member directs. Mr Colin Plowman is the Registrar and is the general manager of the tribunals’ operations and also the chief financial officer. He is assisted by two deputy registrars, Ms Jacqueline Fredman and Mr Rhys Jones.
Governance arrangements for the tribunals include bi-monthly senior member meetings, consisting of the Principal Member, the Deputy Principal Member, the Registrar and 12 senior members. The meetings discuss issues related to the caseload and membership. A Senior Management Group, comprising the Registrar, deputy registrars and senior managers, meets monthly and deals with management and planning issues.
A number of governance committees involving members and staff provide advice on tribunal operations. Each committee’s terms of reference and focus are set out in a committee charter. The tribunals’ governance committees are the Audit and Risk Management Committee (ARMC), the Information Management Committee, the Information Technology Governance Committee, and the People Committee.
Corporate and operational plans
The Strategic Plan 2013–16 states that the tribunals’ reputation depends on professional, effective and courteous dealings with applicants and their representatives, and on the quality, integrity, consistency and timeliness of decision making. The independence of members in decision making, the quality of decision making, the management of caseloads and the publication of decisions and other information are vital to this.
Annual operational plans outline the key focus areas and activities that the tribunals seek to address. The operational plans reflect the broad strategic priorities in the tribunals’ plan as well as operational priorities identified in section business plans.
Ethical standards
The Member Code of Conduct provides that members should behave with integrity, propriety and discretion, and should treat applicants, representatives, interpreters and other persons with respect, courtesy and dignity. The Member Code of Conduct is available on the tribunal website.
Staff are required to act in accordance with the Australian Public Service Values, Employment Principles and Code of Conduct.
Risk management
The tribunals have in place sound audit and risk management arrangements, including the Audit and Risk Management Committee (ARMC), comprising an independent chair and member and senior tribunal representatives. Representatives from the Australian National Audit Office (ANAO), Deloitte Touche Tohmatsu, and O’Connor Marsden since taking over the role in November 2013, provided internal audit services to the tribunals, and assisted the ARMC. The role of the ARMC is to consider matters that it deems appropriate, the financial affairs and risk management issues of the tribunals and matters referred to it.
During the year, the tribunals’ internal auditors concluded reviews of information technology security and infrastructure, selected finance functions, implementation readiness of the e-Lodgement system and the new payroll system, and freedom of information processes and carried out a fraud risk assessment to develop the tribunals’ 2014–15 Fraud Control Plan, and the 2014–15 and three year forward internal audit plan.
The tribunals’ business continuity plan is supported by memoranda of understanding with the department and with other federal merits review tribunals (the AAT, the SSAT and the Veterans’ Review Board) to provide assistance to each other in the event of a disruption to services or facilities.
Fraud control
The tribunals have in place a Fraud Control Plan, which was reviewed during the year and updated in accordance with the Commonwealth Fraud Control Guidelines.
External scrutiny
The tribunals are subject to external scrutiny through the publication of decisions, judicial review by the courts, annual reports to parliament, appearances before parliamentary committees, complaints to and enquiries by the Commonwealth Ombudsman, Australian Public Service Commission (APSC) surveys, freedom of information, and reports and enquiries by the ANAO and other bodies. The tribunals interact with agencies on compliance issues, and closely monitor parliamentary committee reports and other reports across the public sector.
Section 440A of the Migration Act requires the Principal Member to give the Minister a report every four months on the conduct of RRT reviews not completed within 90 days. The Minister is required to table these reports in parliament.
Whole-of-government activity
The tribunals developed an Agency Multicultural Plan (AMP) consistent with the requirements and considerations of the Australian Government’s revised Multicultural, Access and Equity Policy – Respecting Diversity, Improving Responsiveness. All Australian Government departments and agencies covered by the FMA Act were required to develop and implement two-yearly AMPs, with the first AMPs to cover 1 July 2013 to 30 June 2015. The Australian Multicultural Council has endorsed the tribunals’ AMP, and the Minister for Multicultural Affairs formally approved the tribunals’ AMP which has been published on the tribunals’ website.
Freedom of information
Agencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in part II of the FOI Act and has replaced the former requirement to publish a section 8 statement in an annual report. Each agency must display on its website a plan showing what information it publishes in accordance with the IPS requirements. The tribunals’ IPS information (including an IPS plan) is available from the tribunals’ website.
Human resources
The tribunals comprise of members appointed under the Migration Act and staff appointed under the Migration Act and employed under the Public Service Act.
The tribunals recognise that it is through members and staff that the objectives and outcomes expected by government are achieved. The tribunals seek to create an environment where members and staff are supported and encouraged to be professional and courteous, to deliver quality services, to uphold values and codes of conduct and to contribute to organisational improvements.
The tribunals are committed to providing a workplace that:
- recognises high performance and innovation
- values diversity and the contributions made by people
- encourages ethical and good workplace behaviour
- is productive, professional and delivers quality and timely service
- actively identifies and addresses health and safety issues.
The work of the tribunals is important, challenging and stimulating. Remuneration and conditions are commensurate with responsibilities.
All members and staff participate in performance agreement arrangements. Performance management assists members and staff to:
- support the achievement of organisational goals and objectives
- discuss and set performance goals, and assess performance against these goals and objectives
- engage in discussions on performance
- recognise performance and achievement
- identify learning and development needs
- support the ongoing capability development needs of members and employees
- identify and manage underperformance.
IN MEMORIAM
It is with great sadness that we mourn the loss of our dear friend and colleague Patricia Leehy who passed away on 14 March 2014.
Patricia was the first Registrar of the Refugee Review Tribunal (RRT) when it commenced its operations in 1993 and she later became a member of the RRT in 1997.
Throughout Patricia’s time with the tribunals, her quiet determination and a wonderful manner exemplified professionalism and dedication to the tribunals and our clients. She made many friends at the tribunals over the years and we hope that her family finds comfort knowing that Patricia touched so many of us during her time with the tribunals.
Members
Members are appointed by the Governor-General for fixed terms on a full-time or part-time basis. The remuneration of members is determined by the Remuneration Tribunal, and their terms and conditions of employment are determined by the Minister. The Remuneration Tribunal’s determinations are available on its website at www.remtribunal.gov.au.
Table 10 sets out the tribunals’ membership as at 30 June 2014.
| Women | Men | Total | |
|---|---|---|---|
| Principal Member | 1 | 0 | 1 |
| Deputy Principal Member | 1 | 0 | 1 |
| Senior members | 6 | 6 | 12 |
| Full-time members | 20 | 26 | 46 |
| Part-time members | 55 | 22 | 77 |
| Total | 83 | 54 | 137 |
A list of members and their appointment periods as at 30 June 2014 is available in Appendix B of this report. Persons appointed as members have typically worked in a profession or have extensive experience at senior levels in the private or public sectors. The work is also suited to working on a part-time basis and 56% of members are part-time.
Member appointments
The Governor General appointed four senior members, 14 full-time members and 24 part-time members. The appointments are for three years and take effect from 1 July 2014.
Member professional development and performance
The member performance review and assessment process is designed to ensure member performance is assessed fairly and equitably, and in a manner that does not compromise the member’s independence in decision-making. All members have performance reviews based on a competency framework. The process involves members reflecting on their own performance against the framework of competencies and identifying their learning needs, with senior members and the Deputy Principal Member providing feedback and guidance. Performance reviews provide direction for member professional development by identifying members’ training and development needs. A review has commenced to simplify the competency framework and update the performance review system to ensure it meets the key components of member performance.
Member professional development needs are also identified by members. The professional development program for the year consisted of sessions covering legal issues, cultural practices, caseload issues, practice management and personal development skills. Presenters for these sessions included academics, legal experts, immigration experts, diplomats and in-house sources.
This year specific training and professional development opportunities have been provided nationally on document examination, sections 359A and 424A of the Migration Act, questioning and interview techniques and complementary protection. In addition members attended specialist workshops focusing on issues in the protection, partner/family, business and student caseloads. Members participated in briefings on the situation in Afghanistan, Pakistan, Egypt and Iran. They also attended various external conferences and presentations in the areas of decision making in a tribunal context and administrative and migration law.
Senior members participated in programs to build their management and leadership capability.
In this financial year, 71 different training opportunities and 1,119 training places were utilised.
Staffing
Staff are vital for the efficient and lawful conduct of reviews. An important role is the provision of member and client services. Registry staff are the point of contact when applicants or their representatives lodge applications or deal with the tribunals on issues concerning the conduct of reviews. The work of these staff is essential for good tribunal performance and understanding and responding to client needs and seeking to improve services.
Legal Services staff provide high quality advice and information to members to support the conduct of reviews. Caseload Strategy, Finance and Business Services, Human Resources, Information, Communication and Coordination, Policy and Client Delivery, and Technology Services staff provide a range of enabling services to support the operation of the tribunals and the delivery of high quality decisions.
Staff are employed under the Public Service Act and are appointed as tribunal officers under the Migration Act. As at 30 June 2014, the tribunals employed 335 APS employees comprising:
- 288 ongoing full-time employees
- 39 ongoing part-time employees
- 7 non-ongoing full-time employees
- 1 non-ongoing part-time employee.
Table 11 sets out the number of staff employed as at 30 June 2014. Approximately 38% of employees are men and 62% are women.
| New South Wales and Brisbane | Victoria and Adelaide | Total | |||
|---|---|---|---|---|---|
| APS Level | Women | Men | Women | Men | |
| APS 1 | 1 | 0 | 0 | 0 | 1 |
| APS 2 | 2 | 3 | 1 | 2 | 8 |
| APS 3 | 31 | 11 | 22 | 16 | 80 |
| APS 4 | 39 | 22 | 17 | 10 | 88 |
| APS 5 | 26 | 10 | 10 | 5 | 51 |
| APS 6 | 22 | 16 | 7 | 5 | 50 |
| Legal Officer | 6 | 3 | 3 | 2 | 14 |
| Executive Level 1 | 8 | 9 | 4 | 1 | 22 |
| Senior Legal Officer | 3 | 2 | 2 | 2 | 9 |
| Executive Level 2 | 4 | 3 | 0 | 1 | 8 |
| Principal Legal Officer | 1 | 0 | 0 | 0 | 1 |
| Senior Executive Service Band 1 | 1 | 1 | 0 | 0 | 2 |
| Senior Executive Service Band 2 | 0 | 1 | 0 | 0 | 1 |
| Total | 144 | 81 | 66 | 44 | 335 |
Further staffing statistics are set out in Appendix C.
The tribunals reduced from 365 staff at 30 June 2013, to 335 staff as at 30 June 2014. This represents a decrease of 8% in staff. The staff turnover rate decreased slightly to 9.3% for the year ending 30 June 2013, compared to 11% for the year ending 30 June 2012.
335 staff worked across 10 sections located in Adelaide, Brisbane, Melbourne and Sydney.
Workforce
The tribunals continue to review strategies to attract, retain and develop quality staff. A wide range of skills and expertise are required, from general administrative staff, to lawyers, accountants, human resource and technology professionals. In 2013–14 staff were employed across 10 sections: Caseload Strategy; Executive; Finance and Business Services; Human Resources; Information, Communication and Coordination; Legal Services; New South Wales Registry; Policy and Client Delivery; Technology Services; and Victoria Registry. On 1 July 2013, the Country Advice section was transferred to the department under a machinery-of-government change. The staff organisational structure is shown at Figure 7.
The tribunals participate in, and take a close interest in, the annual State of the Service Employee Census and Agency Survey, conducted by the APSC. This survey is conducted across APS agencies and employees, and provides valuable information on employees’ views on a range of issues including attraction and retention. The survey results are available on the APSC website and identify areas where APS agencies perform well and areas where there is a need for improvement or review.
With changes in the availability of skills and changing expectations about the length of time a person may stay in one job, the tribunals understand the need to be flexible in approach and expectations. The ways in which vacancies are advertised, the nature of the work, the workplace environment, training, personal development and advancement, remuneration and flexibility of conditions are all factors which impact on the capacity to attract and retain quality staff.
Figure 7 – Staff organisational structure
Section profile – Technology Services
The Technology Services section ensures that the tribunals have a technical and systems environment that is stable and secure and that meets the needs of staff and members to do their work effectively. This includes ensuring that hardware including desktop PCs and office machines are running effectively, that communications to and from the tribunals are robust and that software applications support members in their decision making and provide administrative tools that deliver efficiencies for staff.
In addition to maintaining and monitoring the systems that the tribunals need to do business, the Technology Services section plays a significant role in projects intended to deliver efficiencies or improve services to our clients. During 2013–14 Technology Services worked on a number of projects including upgrades to the desktop environment in line with whole-of- government guidelines, an improved intranet, collaboration functionality, redesigned templates and scheduling improvements for hearings. The most significant achievement for our clients was the commencement of the online application service in January 2014.
The online application service allows applicants and representatives to lodge an application and associated documents through the website and to make payment, where applicable. This assists applicants and their representatives and frees tribunal staff to concentrate on the more complex aspects of our work. Applicants and representatives receive an immediate confirmation of their application and are able to pay securely.
The online application project was the culmination of many months of collaboration to ensure that a high quality product was delivered. Every member of the Technology Services section was involved in the project including in project management and delivery, testing, support, hardware and security setup and ensuring the online system integrated with our case management system and processes.
The online application service has been a success with applicants and representatives, with more than 50% of applications now being lodged online. The Technology Services section is working on the next phases of the project to deliver more online service functionality.
Staff of the Technology Services section gathered for their business planning day
Front row (left to right): Cid Bartolome, Bernadette Ruddy, Mina Saidi, Grant Nicholas, Jenny Spearman, Raymond Pih, Simrata Kaur, Mi Mi Khine and Robert Shaw. Back row: Abul Shamsuzzaman, Michael Kruger, Semih Ates, Nirmal Kunwar, David Adams, Bede Carroll, Justin Tkacz, Nathan Price, Andrew Kanachowski, Robert Mayfield, Adam Gason and Bill Devrell.
Learning and development
A dynamic and changing work environment requires the tribunals to do its core business well, to clearly define roles, standards and expectations and to identify and promote good performance. A major focus for the tribunals during the year continued to be leadership development programs. Team leaders and executive level managers participated in structured leadership programs that focused on people management topics particularly dealing with difficult interactions, strategic leadership and thinking, managing performance, leading teams, coaching skills and giving and receiving feedback.
This year the tribunal commenced its first formal mentoring program with a group of 18 participants. The first survey of participants indicated that the program was very well set up and initial goals were being met.
In addition, staff participated in training for amendments to the Privacy Act, FOI examinations, work health and safety (WHS) and APS values and code of conduct.
A number of specific, priority programs were developed and conducted on project management and strategic thinking as well as information technology accreditation courses. Team training events focused on planning and future initiatives.
A major program was customer service training provided for new and existing staff, focusing on good practice and managing difficult clients.
Individual development and training needs are identified through the performance agreement system and discussions with executive managers. The objectives of the performance agreement system are:
- providing a clear link between individual performance and organisational priorities and plans
- improving communication between employees and supervisors
- determining learning and development needs and appropriate activities
- defining supervisor and employee responsibilities and expectations.
The tribunals have a studies assistance scheme. A total of 47 staff undertook approved courses of study covering 31 different topics, taking a total of 181 days of study leave and being reimbursed $41,459 in course fees.
Executive remuneration
The tribunals have three Senior Executive Service (SES) officers. Remuneration and conditions are set through determinations under section 24(1) of the Public Service Act, taking into account current APS remuneration levels, APSC guidelines on SES pay and remuneration of similar positions in the APS. The determinations do not provide for performance pay.
Enterprise agreement
The tribunals’ Enterprise Agreement 2012–14 sets out employee remuneration and terms and conditions. It aims to support productivity improvement and initiatives, recognise the participation of employees and provide a positive work environment. The enterprise agreement has a nominal expiry date of 30 June 2014.
The objectives set out in the enterprise agreement aim to facilitate achievement of the goals and objectives of the tribunals by:
- encouraging employees and managers to manage and prioritise workloads within reasonable working hours
- maintaining a strong performance-based culture
- increasing operational efficiency with streamlined administrative processes and working arrangements
- recognising and valuing the participation of employees
- attracting and retaining staff
- providing a positive working environment
- providing flexibility in working hours to assist employees balance their professional and personal lives
- upholding the APS Values.
Table 12 sets out the salary range as at 30 June 2014. This reflects the most recent salary increase in the enterprise agreement, which was 3% from 6 December 2012. A lump sum payment of $750 was made on 5 December 2013.
| Level | Lowest | Highest |
|---|---|---|
| APS 1 | $26,070 | $47,985 |
| APS 2 | $49,129 | $54,444 |
| APS 3 | $55,911 | $60,316 |
| APS 4 | $62,272 | $67,585 |
| APS 5 | $69,420 | $74,956 |
| APS 6 | $76,822 | $86,105 |
| Information Technology (APS 4-5) | $62,272 | $74,956 |
| Legal Officer (APS 4-6) | $62,272 | $86,105 |
| Executive Level 1 | $95,997 | $106,124 |
| Senior Legal Officer | $95,997 | $119,577 |
| Executive Level 2 | $116,220 | $135,472 |
| Principal Legal Officer | $130,784 | $142,143 |
Salary advancement through pay points at each classification level occurs where an employee is assessed as ‘effective’ or above in their most recent performance appraisal and, if a broadband applies, meeting any requirements for advancement.
The enterprise agreement encourages work/life balance and includes provision for:
- access to an employee assistance program
- performance management agreements and rating scale
- study assistance
- a public transport loan scheme
- allowances for first aid officers, fire wardens, health and safety representatives and harassment contact officers
- a five-year period for returning to work or accessing part-time work following the birth or adoption of a child
- 20 days personal/carers leave annually
- access to unpaid career interval leave after five years’ service
- contributions towards promoting good health.
The enterprise agreement also includes an individual flexibility arrangement clause that provides for the supplementation of terms and conditions. As at 30 June 2014, supplementary agreements were in place with 10 non-SES employees in accordance with the flexibility clause.
Six officers at the EL2 level received performance pay. An aggregate amount of $36,124 was paid in performance-linked bonuses during 2013–14 in respect of performance in the 2013 calendar year. The average bonus payment was $6,020 and payments ranged from $2,771 to $9,025.
Work health and safety
The tribunals are committed to ensuring the health and safety of all workers involved in carrying out work in any capacity for the tribunals. The tribunals are committed to:
- providing and maintaining a healthy and safe work environment
- providing financial and other resources to ensure that necessary work health and safety (WHS) programs and activities are established and maintained
- providing a forum for consultation and cooperation on WHS matters
- ensuring that all workers are aware of their responsibilities
- minimising risk to health and safety.
Health and safety representatives are elected as required under the Work Health and Safety Act 2011 (WHS Act). All representatives attend a five-day training course that covers their responsibilities under the WHS Act. WHS committees in Melbourne and Sydney meet quarterly.
No investigations under the WHS Act were conducted during 2013–14, and there were no directions or notices given and no reportable incidents.
The tribunals’ focus is on reducing the social and financial cost of workplace injury and illness through timely intervention, promoting preventative activities and improving WHS capability. The WHS and preventative activities undertaken in the tribunals during the year included:
- providing office and workstation assessments for workers by professional occupational therapists and physiotherapists
- providing specialist equipment for workers identified with special needs as a result of ongoing medical conditions
- facilitating instruction and education by occupational therapists and physiotherapists for members and staff in correct ergonomic practices and injury prevention
- incorporating adjustable ergonomic equipment
- providing influenza vaccinations in the workplace
- emergency warden policy consistent with the ‘Managing the work environment and facilities’ code of practice
- reviewing and updating of the workplace harassment prevention policy and harassment contact officer procedures
- raising awareness of health and safety issues of members and staff through WHS induction training and processes
- purchase and installation of automated external defibrillators in New South Wales and Victoria registries
- workplace inspections conducted using revised inspection format which incorporates risk assessment hierarchy
- review of incident response and reporting procedures
- quarterly review and analysis of incident reports and WHS Action Requests.
Workplace diversity
The tribunals’ workplace diversity program focuses on strategies to facilitate an understanding of workplace diversity principles and to ensure fairness and inclusiveness are applied in all business activities, and in human resource policies and practices. The principles underlying the workplace diversity program are:
- treating each other with respect and dignity
- making decisions based on equity and merit
- recognising people as individuals and valuing their diversity
- using the contributions that people can make to the tribunals
- taking appropriate action to identify and deal with discrimination and harassment
- providing a safe, secure and healthy working environment.
The Reconciliation Action Plan is part of the tribunals’ ongoing commitment and support to Aboriginal and Torres Strait Islander culture and heritage. It includes events to recognise NAIDOC Week, National Sorry Day and Reconciliation Week. The Workplace Diversity Program includes recognising the United Nations International Day of the World’s Indigenous People and Harmony Day.
The tribunals are committed to providing a workplace that is safe and free from behaviour that may reasonably be perceived as harassing, bullying or discriminatory. Consistent with the Workplace Harassment Prevention Guideline, harassment contact officers are appointed to provide members and staff with alternative sources of information and support if members and staff are uncomfortable about raising issues with management.
Disability reporting
The National Disability Strategy 2010–20 sets out a 10-year national policy framework to improve the lives of people with disabilities by promoting participation and creating a more inclusive society. The tribunals support this policy, and engage and support employees with disabilities.
Changes to disability reporting in annual reports
Since 1994, Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007-08, reporting on the employer role was transferred to the APSC’s State of the Service Report and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au. From 2010–11, departments and agencies have no longer been required to report on these functions.
Ecologically sustainable development and environmental performance
The Environment Protection and Biodiversity Conservation Act 1999 sets out the principles of ecologically sustainable development. Members and staff are encouraged to contribute to reducing the tribunals’ impact on the environment. The tribunals use recycled A4 paper and lower-energy computers and equipment settings, encourage the use of double-sided printing, promote awareness about the use of electricity and water, and are actively moving to the storage and use of electronic records and documents. Walk to Work and Ride to Work days have significant participation by members and staff, and are supported by management.
Green Committee
The Green Committee consisting of volunteer members and staff identifies opportunities and develops proposals for more environmentally sustainable practices, processes, purchasing and disposals.
In 2013–14, the Green Committee ran several successful campaigns including an information campaign, a focus on recycling in ‘Green November’ and a campaign to facilitate the recycling of old mobile phones.
Purchasing
The tribunals’ purchasing arrangements with suppliers include contracts and notified consultancies, interpreting services, communication services, rental of property, and other goods and services. All purchases over $10,000 are recorded on AusTender and the tribunals comply with the Senate Order on Departmental and Agency Contracts by publishing on its website details of contracts exceeding $100,000 in value. An annual procurement plan is also published.
The tribunals use recycled A4 paper and lower energy computers
All purchasing is conducted in accordance with the Commonwealth Procurement Rules and Chief Executive’s Instructions. No contracts or offers were exempted from publication in AusTender. The tribunals use a standard contract with provisions providing for access by the Auditor-General.
The tribunals did not have any competitive tendering and contracting contracts during 2012–13 for the provision of services previously performed in-house.
Asset management
The tribunals manage over 1,400 assets with a combined value of $10.6 million. The major asset categories include fit-out, office machines, furniture and fittings, information technology equipment and intangible assets (software). Assets are depreciated at rates applicable for each asset class.
Accrual-based monthly reports are prepared on the progress of purchases against capital plans and depreciation against the budget in order to achieve effective asset management.
Stocktakes are performed to update and verify the accuracy of asset records.
Consultancy services
A range of services are provided to the tribunals under contract, including consultancy services. Consultants are distinguished from other contractors by the nature of the work they perform. A consultant provides professional, independent and expert advice or services that will assist with agency decision making.
The tribunals manage more than 1,400 assets with a combined value of $10.6 million
The tribunals engage the services of consultants when there is a need for specialist knowledge or skills to provide an independent assessment or opinion. In determining whether contracts are for consultancy or non-consultancy services, the tribunals have regard to the guidelines published by the Department of Finance (Finance).
During 2013–14, four new consultancy contracts were entered into involving a total actual expenditure of $65,499. Two contract values exceeded $10,000. No ongoing consultancy contracts were active during 2013–14. Information on expenditure on contracts and consultancies is also available on the AusTender website at www.tenders.gov.au.
Table 13 sets out the annual expenditure on consultancy contracts.
| Consultant name | Description | Expenditure | Selection process | Justification |
|---|---|---|---|---|
| Property Control Group Pty Ltd | Sydney and Brisbane lease negotiations | $25,000 | Limited tender | Need for external expertise |
| Connley Walker Pty Ltd | Security consultant: master security plan | $9,000 | Limited tender | Need for external expertise and independent assessment |
| Changeworks Consulting | Communications team strategic plans | $4,681 | Limited tender | Need for external expertise |
| Astral Consulting Services Pty Ltd | Electronic Data Records Management System (EDRMS) Gap Analysis | $26,818 | Limited tender | Need for external expertise |
Purchaser/provider arrangements
All agencies are required to report on purchaser/provider arrangements. These are arrangements where the outputs of one agency are purchased by another agency to contribute to outcomes.
Purchaser/provider arrangements can occur between Commonwealth agencies or between Commonwealth agencies and state or territory governments, or private sector bodies. The tribunals have no purchaser/provider arrangements.
The tribunals have a service delivery agreement with the AAT for the provision by the AAT of accommodation, registry and support services in Adelaide and Perth, and registry and support services in Brisbane. The tribunals have members based in each of those locations.
Discretionary grants
All agencies are required to report on discretionary grants. Discretionary grants are payments where discretion is used to determine whether or not a particular body receives a grant. The tribunals did not provide or receive any discretionary grants during 2013–14.
Advertising and market research
All agencies are required to report on advertising and market research. During 2013–14, the tribunals spent $20,239.15 (inclusive of GST) on advertising. The tribunals did not engage any market research services, and all advertising was related to recruitment.
Table 14 sets out the tribunals’ expenditure on advertising services in 2013–14.
| Vendor | Amount | Description |
|---|---|---|
| Adcorp Australia Ltd | $20,239.15 | Employment advertising |
| Total | $20,239.15 |
During 2013–14 the tribunals did not conduct any advertising campaigns.
Correction of errors in previous annual report
In the 2012–13 annual report, Member Filip Gelev’s appointment was incorrectly stated as expiring on 30 June 2014. Mr Gelev’s appointment expires on 30 June 2017.
In the 2012–13 annual report, the total number of tribunal decisions published in this period was incorrectly stated as 4,783. The correct figure was 4,590.