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Part 4 – Management and accountability

The tribunals’ policies, practices and structure have been designed to ensure the good governance of the agency. This part sets out what the tribunals did to ensure that appropriate management and planning processes were 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. Her appointment ended on 30 June 2015 with the amalgamation of the tribunals with the AAT on 1 July 2015.

Sections 397 and 460 of the Migration Act provided that the Principal Member was ‘the executive officer’ of the tribunals and was 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 provided that the Principal Member may give written directions as to the operation of the tribunals and the conduct of reviews.

Ms Amanda MacDonald was the Deputy Principal Member of the tribunals until her appointment expired on 31 March 2015. The Deputy Principal Member’s responsibilities included member performance and professional development. Dr Irene O’Connell was appointed as Deputy Principal Member on 30 June 2015.

Senior members of the tribunals provided leadership and guidance to members. The senior members as at 30 June 2015 were Mr John Billings, Mr John Cipolla, Mr George Haddad, Ms Miriam Holmes, Ms Louise Nicholls, Ms Kira Raif, Ms Sue Raymond, Mr Shahyar Roushan, Mr Giles Short, Mr Don Smyth and Ms Antoinette Younes.

Sections 407 and 472 of the Migration Act provided that the Registrar, the deputy registrars and other officers of the tribunals had such duties, powers and functions as were provided by the legislation, and such duties and functions as the Principal Member directed. Mr Colin Plowman was the Registrar and general manager of the tribunals’ operations and was also the chief financial officer until 30 June 2015. He was assisted by two deputy registrars, Ms Jacqueline Fredman and Mr Rhys Jones.

Governance arrangements for the tribunals included bi-monthly senior member meetings, consisting of the Principal Member, the Deputy Principal Member, the Registrar and 11 senior members. The meetings discussed issues related to the caseload and membership. A Senior Management Group, comprising the Registrar, deputy registrars and senior managers, met monthly and dealt with management and planning issues.

A number of governance committees involving members and staff provided advice on tribunal operations. Each committee’s terms of reference and focus were set out in a committee charter. The tribunals’ governance committees were the Audit and Risk Management Committee, the Information Management Committee, the Information Technology Governance Committee, and the People Committee.

Corporate and operational plans

The Strategic Plan 2013–16 stated that the tribunals’ reputation depended 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 were vital to this.

Annual operational plans outlined the key focus areas and activities that the tribunals sought to address. The operational plans reflected 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 provided that members should behave with integrity, propriety and discretion, and should treat applicants, representatives, interpreters and other persons with respect, courtesy and dignity.

Staff were required to act in accordance with the Australian Public Service Values, Employment Principles and Code of Conduct.

Risk management

During 2014–15, the tribunals had in place sound audit and risk management arrangements, including the Audit and Risk Management Committee (ARMC), comprising an independent chair, one independent member and senior tribunal representatives, consistent with better practice guidelines issued by the Australian National Audit Office (ANAO). Representatives from ANAO and O’Connor Marsden, who provided internal audit services to the tribunals, assisted the ARMC. The role of the ARMC was to consider matters that it deemed appropriate, the financial affairs and risk management issues of the tribunals and matters referred to it. It provided the Principal Member with independent advice on all aspects of tribunal governance including audit, risk management, financial management, quality management, fraud control and other compliance obligations.

During the year, the tribunals’ internal auditors concluded reviews of work health and safety (WHS), registry workflow practices across several registries, and implementation readiness of the new amalgamated payroll system. A readiness review of the tribunal case management system upgrade (stage 1) was also in progress at year’s end.

In 2014–15 the tribunals achieved significant outcomes in risk management, including:

• continuing to align the internal audit plan with identified business and fraud risks
• launching a new fraud and risk training eLearning course to provide members and staff with introductory background and information on risk management in the tribunal
• participation in Comcover’s annual risk management benchmarking survey. The tribunals achieved an overall risk maturity level of ’integrated’ which was at the top end of the average level of all survey participants in 2015 and an improvement from the result from the previous year. ‘Integrated’ indicated that the tribunals had a risk policy and comprehensive risk management framework which was embedded in its operations and part of its overarching governance and management practices. This level was considered appropriate for the operating environment of the tribunals and was sufficient to support the tribunals’ objectives.

The tribunals’ business continuity plan was 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. A review of the tribunals’ business continuity management, disaster recovery planning and overall corporate governance was rescheduled for 2015–16 in light of tribunal amalgamation.

Fraud control

The tribunals had a current Fraud Control Plan, which was reviewed and updated last year in accordance with the Commonwealth Fraud Control Guidelines. The Fraud Control Plan 2014–15 set out the fraud control framework across the tribunals, and the tribunals’ strategies and operational responses to prevent, detect, investigate and prosecute fraud.

During the year, the tribunal also rolled out mandatory fraud awareness training to all staff and members

External scrutiny

The tribunals were 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 interacted with agencies on compliance issues, and closely monitored parliamentary committee reports and other reports across the public sector.

Section 440A of the Migration Act required 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 was required to table these reports in parliament.

Whole-of-government activity

The tribunals had 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 ones to cover 1 July 2013 to 30 June 2015. The Australian Multicultural Council had endorsed the tribunals’ plan, the Minister for Multicultural Affairs had formally approved it, and it was 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) was available from the tribunals’ website.

Human resources

The tribunals comprised of members appointed under the Migration Act and staff appointed under the Migration Act and employed under the Public Service Act.

The tribunals recognised that it is through members and staff that the objectives and outcomes expected by government are achieved. The tribunals sought to create an environment where members and staff were 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 were committed to providing a workplace that:

• recognised high performance and innovation
• valued diversity and the contributions made by people
• encouraged ethical and good workplace behaviour
• was productive, professional and delivered quality and
  timely service
• actively identified and addressed health and safety issues.

The work of the tribunals was important, challenging and stimulating. Remuneration and conditions were commensurate with responsibilities.

All members and staff participated in performance agreement arrangements. Performance management assisted 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.

Members

Members were appointed by the Governor-General for fixed terms on a full-time or part-time basis. The remuneration of members was determined by the Remuneration Tribunal, and their terms and conditions of employment were 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 2015.

Table 10 – Membership as at 30 June 2015

	Women	Men	Total
Principal Member	1	0	1
Deputy Principal Member	1	0	1
Senior members	5	6	11
Full-time members	25	29	54
Part-time members	58	26	84
Total	90	61	151

Note: The table above includes 18 newly appointed members and one Deputy Principal Member appointed on 30 June 2015, and 30 members whose contracts expired on 30 June 2015. A total of 120 members transferred to the Administrative Appeals Tribunal on 1 July 2015.

Persons appointed as members had typically worked in a profession or had extensive experience at senior levels in the private or public sectors. The work was also suited to working on a part-time basis and 55% of members worked part-time.

Member professional development and performance

The member performance review and assessment process was designed to ensure member performance was assessed fairly and equitably, and in a manner that did not compromise the member’s independence in decision making. All members had performance reviews based on a competency framework. The process involved members reflecting on their own performance against the framework of competencies and identifying their learning needs, with senior members providing feedback and guidance.

Performance reviews provided direction for member professional development by identifying members’ training and development needs. A review was commenced to simplify the competency framework and update the performance review system to ensure it met the key components of member performance.

Member professional development needs were also identified by the members through surveys, organisational priorities, legislative changes and regular feedback from senior members and the Deputy Principal Member. 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.

Training and professional development opportunities were provided nationally on the public interest criteria (PIC4020), Protection and Other Measures Act 2015 (POM Act), CISNET and RRT workshops on Afghanistan and Sri Lanka and document examination. Members participated in briefings on the situation in Iran, India and Sri Lanka. Many members had the opportunity for training in speech recognition software (Dragon Dictate) that allows the dictation of documents. They also attended various external conferences and presentations in the areas of decision making in a tribunal context and administrative and migration law.

One hundred and twenty one members attended the National Members’ Conference held in Sydney over two days in November 2014. The theme for the conference was ‘A Changing Environment’ and included topics such as working in an environment of constant change. Other speakers presented on writing for influence and dealing with stress and resilience. Day two of the conference focused on discussion on oral decisions and the benefits and drawbacks in delivering oral decisions.

Senior members had the opportunity to participate in programs to build their leadership capability and attended one-day training in performance management and change management. Senior members also participated in a training program on presentation skills.

During 2014–15 a total of 36 different training opportunities and 886 training places were utilised.

Staffing

Staff were vital for the efficient and lawful conduct of reviews. An important role was the provision of member and client services. Registry staff were the point of contact when applicants or their representatives lodged applications or dealt with the tribunals on issues concerning the conduct of reviews. The work of these staff was essential for good tribunal performance and understanding and responding to client needs and seeking to improve services.

Legal Services staff provided high quality advice and information to members to support the conduct of reviews. Caseload Strategy, People and Finance, Knowledge Management, and Technology Services staff provided a range of enabling services to support the operation of the tribunals and the delivery of high quality decisions.

301 staff worked across 10 sections located in Adelaide, Brisbane, Melbourne and Sydney

Staff were employed under the Public Service Act and appointed as tribunal officers under the Migration Act. As at 30 June 2015, the tribunals employed 301 APS employees comprising:

• 244 ongoing full-time employees
• 44 ongoing part-time employees
• 12 non-ongoing full-time employees
• 1 non-ongoing part-time employee.

Table 11 sets out the number of staff employed as at 30 June 2015. Approximately 37% of employees are men and 63% are women.

Table 11 – Staff as at 30 June 2015

	Sydney and Brisbane		Victoria and Adelaide		Total
APS Level	Women	Men	Women	Men
APS 1	0	0	0	0	0
APS 2	0	3	1	2	6
APS 3	32	9	16	7	64
APS 4	28	19	20	11	78
APS 5	23	9	10	6	48
APS 6	22	14	8	3	47
Legal Officer	8	2	2	3	15
Executive Level 1	5	11	4	2	22
Senior Legal Officer	4	2	2	2	10
Executive Level 2	3	4	0	0	7
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	127	75	63	36	301

The tribunals reduced from 335 staff at 30 June 2014, to 301 staff as at 30 June 2015. This represents a decrease of 10.1% in staff. The staff turnover rate increased to 18.7% for the year ending 30 June 2015, compared to 10.4% for the year ending 30 June 2014. The increase is due to a restructure of sections and an offer of voluntary redundancies to APS5 and APS6 staff.

Workforce

The tribunals continued to review strategies to attract, retain and develop quality staff. A wide range of skills and expertise were required, from general administrative staff, to lawyers, accountants, human resources and technology professionals. In 2014–15 staff were employed across eight sections: Caseload Strategy; Governance and Executive; People and Finance; Knowledge Management; Legal Services; New South Wales Registry; Technology Services; and Victoria Registry. The staff organisational structure is shown at Figure 7.

The tribunals participated in, and took 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 of 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 understood the need to be flexible in their approach and expectations. The ways in which vacancies were advertised, the nature of the work, the workplace environment, training, personal development and advancement, remuneration and flexibility of conditions were all factors which impacted on the capacity to attract and retain quality staff.

 

 

Figure 7 – Staff organisational structure as at 30 June 2015

Learning and development

A dynamic and changing work environment required the tribunals to do core business well, to define roles, standards and expectations clearly and to identify and promote good performance. As a result of the amalgamation a major focus for the tribunals during the year was change management.

Team leaders and executive level managers participated in structured leadership programs that focused on people management topics, particularly Managing and Planning for Change, Applied Emotional Intelligence and Building Resilience. These courses covered subjects such as improving self-awareness and resilience, helping people engage in change, improving how people facilitate challenging conversations, enhancing teamwork through collaboration and improving engagement and morale. APS6 level staff and below participated in a number of complementary programs such as Dealing with Change, Constructive Conversations as well as Building Resilience.

The mentoring program continued and was evaluated for improvement. The program framework was adopted by the AAT and will be developed into a cross-tribunal mentor program in 2015–16.

The introduction of an online Learning Management System (LMS) in early 2015 allowed for relevant online training modules that staff could complete at their individual workstations. Fraud awareness and a module on record keeping were successfully trialled. Both the fraud awareness and record keeping modules were mandatory for all staff, meeting compliance obligations. The online system will be enhanced and upgraded over time.

The introduction of a new payroll system required a large volume of training in the new Employee Self Services system. In addition, staff participated in training on writing skills, presentation skills, customer psychology and strategic thinking and information technology accreditation courses. This also included team training events to focus on planning and future initiatives.

A program for customer service that focused on customer service practices and managing difficult clients was provided for existing and new staff.

Individual development and training needs were identified through the performance agreement system and discussions with executive managers. The objectives of the performance agreement system were:

• 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 had a studies assistance scheme. A total of 27 staff undertook approved courses of study covering 20 different topics, taking a total of 105 days of study leave and being reimbursed $22,178 in course fees.

Executive remuneration

The tribunals had three Senior Executive Service (SES) officers. Remuneration and conditions were set through determinations under section 24(1) of the Public Service Act, taking into account current APS remuneration levels and remuneration of similar positions in the APS. The determinations did not provide for performance pay.

Enterprise agreement

The tribunals’ Enterprise Agreement 2012–14 set out employee remuneration and terms and conditions. It aimed to support productivity improvement and initiatives, recognise the participation of employees and provide a positive work environment. The enterprise agreement had a nominal expiry date of 30 June 2014. The tribunals commenced enterprise bargaining negotiations with a total of 19 meetings held from 27 June 2014 to 23 April 2015. It was later decided to discontinue pursuing separate enterprise negotiations between each amalgamating tribunal in favour of establishing negotiations for a single enterprise agreement that will cover all employees of the amalgamated agency post 1 July 2015.

The objectives set out in the enterprise agreement aimed 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 salary ranges as at 30 June 2015. 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.

Table 12 – Salary range pay points as at 30 June 2015

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 occurred where an employee was assessed as ‘effective’ or above in their most recent performance appraisal and, if a broadband applied, meeting any requirements for advancement.

The enterprise agreement encouraged work/life balance and included 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 included an individual flexibility arrangement clause that provided for the supplementation of terms and conditions. As at 30 June 2015, supplementary agreements were in place with eight non-SES employees in accordance with the flexibility clause.

Four officers at the EL2 level received performance pay. An aggregate amount of $23,486 was paid in performance-linked bonuses during 2014–15 in respect of performance in the 2014 calendar year. The average bonus payment was $5,871 and payments ranged from $3,623 to $9,025.

Work health and safety

The tribunals were committed to ensuring the health and safety of all workers involved in carrying out work in any capacity for the tribunals. The tribunals were 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 were established and maintained
• providing a forum for consultation and cooperation on WHS matters
• ensuring that all workers were aware of their responsibilities
• minimising risk to health and safety.

Health and safety representatives were elected as required under the Work Health and Safety Act 2011 (WHS Act). All representatives attended a five-day training course that covered their responsibilities under the WHS Act. WHS committees in Melbourne and Sydney met quarterly.

No investigations under the WHS Act were conducted during 2014–15, and there were no directions or notices given and no reportable incidents.

The tribunals’ focus was 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 and manual handling practices and injury prevention
• incorporating adjustable ergonomic equipment
• providing influenza vaccinations in the workplace
• presentation of development programs to support individual and team resilience during organisational change and change management for teams and managers in the lead-up to amalgamation with the AAT
• raising awareness of health and safety issues of members and staff through WHS induction training and processes
• workplace inspections incorporating risk assessment hierarchy
• quarterly review and analysis of incident reports and WHS Action Requests
• an independent audit of WHS compliance.

Workplace diversity

The tribunals’ workplace diversity program focused on strategies to facilitate an understanding of workplace diversity principles and to ensure fairness and inclusiveness were applied in all business activities, and in human resource policies and practices. The principles underlying the workplace diversity program were:

• 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 was part of the tribunals’ ongoing commitment and support to Aboriginal and Torres Strait Islander culture and heritage. It included a program of events to recognise NAIDOC Week, National Sorry Day and Reconciliation Week. The Workplace Diversity Program included recognising the United Nations International Day of the World’s Indigenous People and Harmony Day.

The tribunals were committed to providing a workplace that was 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 were appointed to provide members and staff with alternative sources of information and support if members and staff were uncomfortable about raising issues with management.

Employees who identify as Indigenous

As at 30 June 2015, the tribunals had 1% of staff who identified as indigenous, a decrease from 1.5% in 2013–14, and 1.5% of members who identified as indigenous, the same as in 2013–14.

Staff and member diversity statistics were provided voluntarily; a total of 78 staff and 56 members chose not to provide data for the 2014–15 period.

Disability reporting

The National Disability Strategy 2010–20 set 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 supported this policy, and engaged and supported 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 set out the principles of ecologically sustainable development. Members and staff were encouraged to contribute to reducing the tribunals’ impact on the environment. The tribunals used recycled A4 paper and lower-energy computers and equipment settings, encouraged the use of double-sided printing and were moving to the storage and use of electronic records and documents.

Green Committee

The Green Committee, consisting of volunteer members and staff, identified opportunities and developed proposals for more environmentally sustainable practices, processes, purchasing and disposals.

In 2014–15 the Committee participated in the ‘They’re Calling on You’ campaign, facilitating the recycling of old mobile phones and raising money for crucial primate conservation. A large number of phones were recycled in both the Sydney and Melbourne offices. The Committee also focused on general recycling in the office with awareness campaigns on what can be recycled. The Committee was involved in discussions in relation to accommodation and ensuring that environmental sustainability was considered in any accommodation moves.

Purchasing

The tribunals’ purchasing arrangements with suppliers included contracts and notified consultancies, interpreting services, communication services, rental of property, and other goods and services. All purchases over $10,000 were recorded on AusTender and the tribunals complied with the Senate Order on Departmental and Agency Contracts by publishing on the website details of contracts exceeding $100,000 in value. The tribunals also regularly reviewed and updated the annual procurement plan during the year. The tribunals’ annual procurement plan was available on the AusTender website.

The tribunals use recycled A4 paper and lower energy computers

All purchasing was conducted in accordance with the Commonwealth Procurement Rules and Accountable Authority Instructions. The tribunals used a standard contract with provisions providing for access by the Auditor-General. Contracts or offers were published on AusTender. The tribunals used the Commonwealth Contracting Suite for low-risk procurements valued under $200,000 and accessed whole-of-government purchasing arrangements where appropriate. The SAP electronic payment system was used to facilitate on-time payment performance, and Australian Government credit cards were used for the specific purchase arrangements required for online purchasing.

The tribunals did not have any competitive tendering and contracting contracts during 2014–15 for the provision of services previously performed in-house.

Small business

The tribunals supported small business participation in the Australian Government procurement market. Small and Medium Enterprises (SME) and Small Enterprise participation statistics were available on the Department of Finance’s website at www.finance.gov.au/procurement/statistics-on-commonwealth-purchasing-contracts/.

The tribunals achieved this by applying procurement practices that did not unfairly discriminate against small businesses, and provided appropriate opportunities for small businesses to compete in providing goods and services.

The tribunals accessed whole-of-government procurement arrangements, presented information in an accessible format and accessed goods and services through AusTender and communicated in clear, simple language with all suppliers. The tribunals also used electronic processing and payment systems to facilitate on-time payment of invoices.

Asset management

The tribunals managed over 1,600 assets with a combined value of $8.9 million. The major asset categories included fit-out, office machines, furniture and fittings, information technology equipment and intangible assets (software). Assets were depreciated at rates applicable for each asset class.

Accrual-based monthly reports were prepared on the progress of purchases against capital plans and depreciation against the budget in order to achieve effective asset management.

Stocktakes were performed to update and verify the accuracy of asset records. The tribunals carried out a revaluation of the assets as at 30 June 2015.

Consultancy services

A range of services were provided to the tribunals under contract, including consultancy services. Consultants were distinguished from other contractors by the nature of the work they did to assist with agency decision making.

The tribunals engaged the services of consultants where there was a need for specialist knowledge or skills to provide an independent assessment or opinion. In determining whether contracts were for consultancy or non-consultancy services, the tribunals had regard to the guidelines published by the Department of Finance (Finance).

During 2014–15, two new consultancy contracts were entered into involving a total actual expenditure of $177,117. Both contract values exceeded $10,000. No other ongoing consultancy contracts were active during 2014–15. Information on expenditure on contracts and consultancies was also available on the AusTender website at www.tenders.gov.au.

Table 13 sets out the annual expenditure on consultancy contracts.

Table 13 – Annual expenditure on consultancy contracts

Consultant name	Description	Expenditure	Selection process	Justification
O’Connor Marsden & Associates	Information and communication technology strategic direction roadmap	$15,180	Limited tender	Need for external expertise
Computer Systems Australia	Network consolidation and system integration concept and design	$161,937	Limited tender	Need for external expertise and independent assessment

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.

The tribunals managed more than 1,600 assets with a combined value of $8.9 million

Purchaser/provider arrangements were permitted between Commonwealth agencies or between Commonwealth agencies and state or territory governments, or private sector bodies. The tribunals had no purchaser/provider arrangements.

The tribunals had a service delivery agreement with the AAT for the provision by the AAT of accommodation, registry and support services in Adelaide, Brisbane and Perth. The MRT-RRT had 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 2014–15.

Advertising and market research

All agencies are required to report on advertising and market research. During 2014–15, the tribunals spent $19,871.63 (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 2014–15.

Table 14 – Expenditure on advertising services

Vendor	Amount	Description
Adcorp Australia Ltd	$19,871.63	Employment advertising
Total	$19,871.63

Correction of errors in previous annual report

No errors have been identified in the previous annual report.