Part 4 – Management and accountability

Contents

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 2013 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 quarterly 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, the People Committee and the Stakeholder Engagement 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 tribunals’ website.

Staff are required to act in accordance with the APS Values, the APS Employment Principles and the APS Code of Conduct.

Risk management

The tribunals have in place sound audit and risk management arrangements, including the ARMC, comprising an independent chair and member and senior tribunal representatives. Representatives from the Australian National Audit Office (ANAO) and from Deloitte Touche Tohmatsu, in their capacity as the provider of internal audit services to the tribunals, assist 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 the information technology general controls and infrastructure security, independent merits review case management and stakeholder management functions, and carried out a business risk refresh to review and update strategic and operational risks, and the 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 Social Security Appeals Tribunal 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, and will review this plan in 2013 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 reforms

The tribunals undertook a range of activities to comply with whole-of-government arrangements and requirements during the year including:

meeting information and communications technology reporting requirements to enable benchmarking across government agencies
meeting requirements for compliance with website accessibility
meeting internet protocol 6 (IPV6) readiness requirements
finalising details with the nominated lead agency for a combined internet gateway as part of a gateway reduction program
joining whole-of-government telecommunications arrangements for mobile carriage
continuing to explore arrangements for telecommunications invoice audits and for fixed voice
continuing to use the Microsoft Volume Sourcing Agreement
procuring desktop and laptop computers through whole-of-government arrangements co-ordinated by the Australian Government Information Management Office (AGIMO)
procuring printers and multi-function devices through whole-of-government arrangements for major office machines coordinated by the Department of Finance and Deregulation (DoFD)
procuring stationery and office supplies through a whole-of-government panel arrangement
continuing with multi-agency cluster arrangements for travel services, and government policies for the use of official air travel
meeting the policy and reporting requirements of the Commonwealth Property Management Guidelines
developing and publishing the agency’s multicultural plan, consistent with the government’s multicultural access and equity policy
meeting APSC reporting requirements by submitting an annual agency survey for the State of the Service Report, monthly SES information and annual APS employee database reports
developing an agency security plan in compliance with the Protective Security Policy Framework
submitting an Annual Fraud survey to the Australian Institute of Criminology
reporting progress updates to AGIMO for the tribunals’ P3M3™ Capability Improvement Plan.

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 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
support the ongoing capability development needs of members and employees
identify and manage underperformance.

Member and staff opinion surveys were conducted in late 2012, with all members and staff invited to participate. Overall the surveys revealed some strong positive responses and responses were otherwise generally comparable to those found in public service-wide surveys. The results of the survey, particularly in those areas identified as capable of improvement, were taken into account in the development of the tribunals’ Strategic Plan for 2013-16.

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 2013.

Table 10 – Membership as at 30 June 2013
	Women	Men	Total
Principal Member	1	0	1
Deputy Principal Member	1	0	1
Senior members	6	6	12
Full-time members	22	27	49
Part-time members	59	22	81
Total	89	55	144

A list of members and their appointment periods as at 30 June 2013 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 suited to working on a part-time basis and 56% of members are part-time.

Member appointments

The government appointed additional members from 1 July 2012 which resulted in the membership increasing from 112 as at 30 June 2012 to 144 as at 30 June 2013.

The appointments with effect from 1 July 2012 included three senior members, 14 full-time members and 18 part-time members. The members were appointed for terms of three or five years.

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 agreements.

Performance reviews provide direction for the member professional development program by identifying members’ training and development needs. The process involves members reflecting on their own performance against a framework of competencies and identifying their learning needs, with senior members providing feedback and guidance.

Member professional development needs are also identified through member surveys, organisational priorities and regular feedback from senior members and the Deputy Principal Member.

The professional development program consists of sessions covering legal issues, member fora on caseload issues, practice management and personal development skills. Presenters for these sessions include academics, journalists and in-house sources. Highlights for the year include briefings on political and social developments in Afghanistan, Pakistan, Egypt and Sri Lanka. Senior members also participated in a program to build their management and leadership capability.

In March 2013 all members attended the national members’ conference. The conference was an opportunity for members to discuss emerging issues and consisted of workshops, presentations by various speakers and a panel discussion. Decision-writing was a key focus of the conference with Professor James Raymond, a renowned expert on judicial decision writing based in New York, presenting a workshop on the second day of the conference.

A significant focus of professional development is the induction program for new members. The program assists new members to understand their role and to quickly acquire knowledge of relevant legislation, tribunal procedures, case issues and working arrangements.

Members also attended various external conferences and presentations in the areas of decision-making in a tribunal context, and administrative and migration law.

Staffing

Professor James Raymond presenting at the 2013 member conference.

Photo of Professor James Raymond presenting at the 2013 member conference

Professional staff support to members is vital for the efficient and lawful conduct of reviews. An important role of staff 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 2013, the tribunals employed 365 APS employees comprising:

311 ongoing full-time employees
44 ongoing part-time employees
10 non-ongoing full-time employees.

Table 11 sets out the number of staff employed as at 30 June 2013. Approximately 37% of employees are men and 63% are women.

Table 11 – Staff as at 30 June 2013
	New South Wales and Brisbane		Victoria		Total
APS Level	Women	Men	Women	Men
APS 1	1	0	0	0	1
APS 2	4	4	2	1	11
APS 3	32	13	21	14	80
APS 4	38	19	17	11	85
APS 5	31	11	13	3	58
APS 6	28	22	7	9	66
Legal Officer	6	4	2	2	14
Executive Level 1	11	11	4	2	28
Senior Legal Officer	3	2	2	2	9
Executive Level 2	4	3	1	1	9
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	160	91	69	45	365

Further staffing statistics are set out in appendix C.

The tribunals increased in capacity from 303 staff at 30 June 2012, to 365 staff as at 30 June 2013 and include 52 staff transferred from the Independent Protection Assessment Office on 1 July 2012. This represents an increase of 20% in staff. The turnover rate for the tribunals’ increased slightly to 11% as at 30 June 2013, compared to 10.6% at 30 June 2012.

Workforce

365 staff worked across 11 sections located in Brisbane, Melbourne and Sydney.

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, and technology professionals. In 2012-13 staff were employed across 11 sections: Caseload Strategy; Country Advice; 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 6.

Figure 6 – Staff organisational chart as at 30 June 2013

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 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 understand the need to be flexible in its 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.

Learning and development

A dynamic work environment requires the tribunals to do its core business well, to define roles, standards and expectations clearly and to identify good performance. A major focus for the tribunals during the year was on 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 and giving and receiving feedback.

Several customer service training programs were conducted for registry staff which focused on creating high performing teams, customer service essentials and dealing with vulnerable applicants.

A number of specific, priority programs were developed and conducted on project management, strategic thinking, internal consultancy skills, change management as well as information technology accreditation courses. Corporate training was provided on career development, performance management, manual handling and time management. Other targeted training included sessions for registry staff on partner, skilled and business visas.

Individual development and training needs are identified through the performance agreement system. 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 19 staff undertook approved courses of study, taking a total of 66 days of study leave and being reimbursed $51,372 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 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 2013. This reflects the most recent salary increase in the enterprise agreement, which was 3% from 6 December 2012.

Table 12 – Salary range pay points as at 30 June 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 which provides for the supplementation of terms and conditions. As at 30 June 2013, supplementary agreements were in place with nine non-SES employees in accordance with the flexibility clause for performance bonuses or increased salary.

Six officers at the EL2 level received performance pay. An aggregate amount of $44,473 was paid in performance-linked bonuses during 2012-13 in respect of performance in the 2012 calendar year. The average bonus payment was $6,354 and payments ranged from $6,038 to $10,529.

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.

The tribunals’ 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
2012-13, and there were no directions or notices given. One reportable incident involving an electrical contractor was reported.

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
first aid policies and procedures consistent with the ‘First Aid in the Workplace’ code of practice
raising awareness of health and safety issues of members and staff through WHS induction training and processes.

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 2012 is part of the tribunals’ ongoing commitment and support to Aboriginal and Torres Strait Islander culture and heritage. It includes a program of 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 source 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, promote participation and create 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, 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 identifies opportunities and develops proposals for more environmentally sustainable practices, processes, purchasing and disposals.

Purchasing

The tribunals use recycled A4 paper and lower energy computers

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.

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 pro forma 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 1,300 assets with a combined value of $9.4 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

The tribunals manage over 1,300 assets with a combined value of $9.4 million

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 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 DoFD.

During 2012-13, five new consultancy contracts were entered into involving a total actual expenditure of $159,280. All contract values exceeded $10,000. No ongoing consultancy contracts were active during 2012-13. 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.

Table 13 – Annual expenditure on consultancy contracts
Consultant name	Description	Expenditure	Selection process	Justification
Profmark Consulting Pty Ltd	Member and staff opinion survey	$22,242	Limited tender	Need for external expertise
Property Control Group Pty Ltd	Melbourne and Sydney lease negotiations	$72,355	Limited tender	Need for external expertise
Conneley Walker Pty Ltd	Security consultant, new tenancy fit-out, security site plans and risk assessments for all locations	$28,213	Limited tender	Need for external expertise and independent assessment
Nexus Management Consulting Pty Ltd	Tribunals’ strategic plan 2013-16	$14,200	Limited tender	Need for independent assessment
Heymann-Cohen Pty Ltd	Quality and cost control on the Melbourne premises fit-out construction project	$22,270	Limited tender	Need for external expertise and independent assessment

Purchaser/provider arrangements

All agencies are required to report on purchaser/provider arrangements. Purchaser/provider arrangements 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 2012-13.

Advertising and market research

All agencies are required to report on advertising and market research. During 2012-13, the tribunals spent $15,859 (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 2012-13.

Table 14 – Expenditure on advertising services
Vendor	Amount	Description
Adcorp Australia Ltd	$15,859	Employment advertising
Total	$15,859

During 2012-13 the tribunals did not conduct any advertising campaigns.

Correction of errors in previous annual report

In the 2011-12 annual report, Senior Member Linda Kirk’s appointment was incorrectly stated as expiring on 30 December 2013. Ms Kirk’s appointment expires on 31 December 2013.