This is an HTML version of an attachment to the Freedom of Information request 'Disability Policy and Procedures with hearing participants who have a disability'.


Accessibility 
Strategic Statement 2017-20 

Introduction 
This statement has been developed by the Accessibility Advisory Group to provide further 
information regarding the AAT’s commitment to be an accessible tribunal (in accordance 
with our statutory objective, stated in the Administrative Appeals Tribunal Act 1975, section 
2, and our Strategic Plan 2015-20). 
The purpose of the statement is to help guide internal planning and priority-setting during 
the 2017-20 period. 
Vision 
The AAT strives to be accessible to all users and potential users of our services. 
The AAT’s services should be accessible to all irrespective of a person’s age, race or 
ethnicity, culture, physical or mental disability, language, location, religion, physical or 
mental health, socio-economic or educational background, sexual orientation, gender 
identity, or whether a party is self-represented. 
The AAT strives to ensure that: 
 potential users are aware of our services
 all parties to a review are supported to fully participate in the review and present
their case
 tribunal services, information materials, and physical premises are accessible
 information about the tribunal and its processes is accessible, easy to understand,
and timely
 users are able to communicate effectively with the tribunal
 members and staff can deal competently with a diverse range of users
 our services are informed by the needs of our users and potential users.

 
Context 
An aspect of the AAT’s statutory objective is to provide a mechanism of review that is 
accessible. This aspect is informed by a range of government and sector policies, reports 
and initiatives relating to accessibility, including: 
  Council of Australasian Tribunals’ International Framework for Tribunal Excellence 
  Report of the Australian Productivity Commission’s inquiry into access to justice 
arrangements (2014) 
  Judicial Council on Cultural Diversity  
  Australian Government’s Multicultural Access and Equity Policy 
  National Disability Strategy 2010-20 
  Access to Justice Taskforce Report on a Strategic Framework for Access to Justice 
in the Federal Civil Justice System 
(this is not an exhaustive list)
Delivery 
At a minimum, the AAT will deliver our vision to be an accessible tribunal by: 
  engaging with our users to understand their needs and barriers to access, and to 
obtain feedback on our services 
  capturing and analysing user data to understand the types of people who are using 
our services 
  reviewing our operations and services with reference to best practice, identifying 
areas for improvement and implementing plans 
  conducting outreach activities that raise awareness of our services 
  providing interpreters for registry contact and case events when needed at no cost 
to the party or witness 
  making information available in key languages and a variety of formats, including 
print, video and audio 
  ensuring our website meets standards for accessibility  
  facilitating access to external legal advice services for self-represented parties 
  educating members and staff on diversity and interacting with our diverse users 
  making reasonable adjustments to our processes and facilities where required. 
 
 


AAT Strategic Plan
2015–20
OUR VISION
OUR STRATEGIC OBJECTIVES
We will be an expert, innovative 
and respected tribunal that 
delivers high-quality reviews.
OUR PURPOSE
We will create 
We will improve how we 
an integrated,
work and maximise our
We provide independent merits 
national Tribunal
use of technology
review of administrative decisions 
as provided under Australian law. 
We aim to provide a mechanism 
of review that:
•   is accessible, fair, just,  
 
    economical, informal, quick 
    and proportionate; and
•   promotes public trust 
    and confidence in the 
We will engage 
    AAT’s decision-making. 
with stakeholders and 
We will build capacity
build public trust 
and make best use of
We enable individuals and 
and confidence
our resources
organisations to challenge 
decisions that affect their 
interests and, more broadly, 
contribute to improving 
the quality of government 
decision-making.
AAT Strategic Plan 2015–20
(Version 2 – March 2018)


OUR STRATEGIC PRIORITIES
PRIORITIES
INTENDED OUTCOMES
• Build a cohesive and collaborative culture aligned  
  with the values set out in the Conduct Guide for  
Increased member and staff engagement
TE
  AAT Members and the APS Values
Improved consistency, efficiency and effectiveness 
• Harmonise our operations across divisons 
of AAT operations for external and internal users
  and locations, where practicable, including by  
  pursuing harmonisation of member employment  
Legislative framework facilitates the AAT  
  arrangements and the legislation governing the  
INTEGRA
providing review processes that further our 
  AAT’s operations
statutory objective
• Establish logical national practice areas for  
Well-operating national practice areas 
  different categories of cases with efficient,  
and case pathways
  proportionate and timely case pathways
ORM
Increased availability and uptake of digital  
 
• Build an integrated suite of electronic systems  
services with increased user satisfaction
  that support service delivery for external and
  internal users
Merits review is accessible for people affected    
by administrative decisions
• Ensure our services are accessible to all users,  
TRANSF
  including by engaging them in the design of  
High performance against the Australia and  
 
 services
New Zealand Tribunal Excellence Framework
• Communicate with stakeholders by  
 
  implementing a comprehensive engagement  
  strategy that facilitates the needs of all external  
GE
  and internal stakeholders being considered
Improved stakeholder perceptions of the AAT
• Implement a public affairs strategy and decision  
Increased trust and confidence in the AAT
ENGA
  publication policy that enhance public trust and  
  confidence in the AAT and our decisions
• Implement effective and accountable  
 
Governance arrangements support the 
  governance arrangements
achievement of statutory and strategic    
 
objectives
• Implement member and staff professional  
  development frameworks and strategies to 
Members and staff deliver high-quality 
  build capability, including the ability to work  
services and are able to work successfully 
  across divisions
in new areas and ways
OPTIMISE
• Develop the AAT’s program and project    
Transformation activities are planned,  
  management capabilities
prioritised and completed successfully
AAT Strategic Plan 2015–20
(Version 2 – March 2018)