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)