TOWARDS DISCUSSI A THREE YEAR ST ON PAPER RA MAY 2010 TEGIC PLAN:
TRANSFO
RMING
VCAT
CONTENTS
CONTENTS INTRODUCTION AND OVERVIEW ................................... 2 A.
TRANSFORMING VCAT ......................................... 6 1.
THE VISION ............................................................................6
2.
INVESTING IN EXCELLENCE AND ENCOURAGING INNOVATION ......7
3.
INCREASING ACCOUNTABILITY ..............................................10
4.
INCREASING FLEXIBILITY ......................................................12
5.
GOVERNANCE AND FUNDING .................................................14
6.
FAIR AND ACCESSIBLE ..........................................................18
7.
IMPROVING EFFICIENCY ........................................................21
B.
LEGISLATIVE REFORM ........................................22
C.
THE CONSULTATION PROCESS ...........................25
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
1
INTRODUCTION + OVERVIEW This discussion paper is part of a change process at the Victorian Civil and Administrative Tribunal (VCAT). The change process began with a review by the former President which led to the release of a report by the Attorney-General in February this year. I propose to respond to the issues raised in the Review Report by developing and implementing a three year strategic plan, which will be called ‘Transforming VCAT’.
AT THE CORE OF TRANSFORMING VCAT IS A NEW VISION FOR VCAT AS: ‘AN INNOVATIVE, FLEXIBLE AND ACCOUNTABLE ORGANISATION WHICH IS ACCESSIBLE AND DELIVERS A FAIR AND EFFICIENT DISPUTE RESOLUTION SERVICE.’
This Discussion Paper sets out the initiatives I propose to include in Transforming VCAT. It also addresses many, but not all, of the recommendations made in the Review Report. A final version of Transforming VCAT will be published in August this year. In each subsequent year VCAT will publish a ‘report card’ detailing the progress made in implementing the initiatives set out in Transforming VCAT. The purpose of this Discussion Paper is to stimulate and promote consultation with VCAT’s key stakeholders (including VCAT Members and staff) and the community about the direction VCAT needs to take to meet the challenges of the next decade. These consultations will not be limited to the ideas set out in this document. I am interested in any idea which can make VCAT more effective in meeting community expectations. At the core of Transforming VCAT is a new vision for VCAT as: ‘an innovative, flexible and accountable organisation which is accessible and delivers a fair and efficient dispute resolution service’.
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TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
Transforming VCAT is directed at realising each element of the vision statement.
ABOUT VCAT The Victorian Civil and Administrative Tribunal Act 1998 (the Act) created a ‘super Tribunal’ offering a ‘one stop shop’ dealing with a range of civil and administrative disputes. Some 15 boards and tribunals were consolidated into one institution known as VCAT. VCAT’s objectives were to: >
streamline operations to ensure efficiency and provide support to its Members
>
promote equal access to justice
>
apply the relevant laws, rules and principles and do so objectively, independently and impartially
>
reduce the cost of justice
>
provide flexible and informal practices for hearing and determining disputes
>
facilitate the use of technology and alternative dispute resolution
Since its inception, VCAT’s purpose has been to provide Victorians with a low cost, accessible, efficient and independent civil and administrative tribunal delivering high quality dispute resolution. VCAT is the biggest tribunal of its kind in Australia, if not the world. The highest volume jurisdictions of the Tribunal are Residential Tenancies, Civil Claims, Guardianship and Planning. It also resolves a significant number of disputes in literally scores of other jurisdictions, including Freedom of Information, Domestic Building, Professional and Industry Regulation and Liquor Licensing.
INTRODUCTION + OVERVIEW
Since 1998 it has also acquired a number of new jurisdictions (such as health professionals, Working with Children Checks and disability issues) and has added the Human Rights Division and the Legal Practice List to its original structure. Each of the Tribunal’s jurisdictions are assigned to a ‘List’, each List is led by a Deputy President. In March 2008 the Attorney-General, the Hon. Rob Hulls MP, asked the then President, Justice Kevin Bell to carry out a review of VCAT. The Review’s terms of reference focussed on access, operational and jurisdictional issues. Justice Bell’s report was released on 25 February 2010. Some of the major themes of Review Report are: >
the Tribunal has generally succeeded in its mission, but needs to change, and can
>
society has become more demanding, is more complex and has higher expectations of its public institutions, including the Tribunal
>
getting back to the Tribunal’s roots as the face of civil and administrative justice for the general community
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improving the quality, consistency and accountability of Tribunal decision-making
>
improving access to justice for people in outer-suburban Melbourne and country Victoria and assisting self represented persons
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establishing the Tribunal as a centre of excellence for ADR (appropriate dispute resolution) in the Victorian justice system
>
enhancing the hearing skills (‘courtcraft’), expertise, performance and quality of professional life of Members, including by competencybased performance appraisal and support, and a stronger focus on continuing legal education and training
The Review Report made 78 recommendations for consideration by government in the formulation of policy about the operation of the Tribunal. The Review Report is available on the Tribunal’s website www.vcatreview.com.au. At the time of the report’s release the AttorneyGeneral said that I, as the incoming President, ‘would consult broadly on the review’s recommendations and provide advice to the Government in responding to the report’. I will be consulting extensively with the Victorian community about Transforming VCAT. Information about how you can engage in the consultation process is set out at the end of this document.
STRATEGIC PLAN ANNUAL REPORT CARDS
IMPLEMENTATION
VCAT THREE YEAR STRATEGIC PLAN
August 2010
COMMUNITY CONSULTATION
May/June 2010
DISCUSSION PAPER May 2010 Justice Iain Ross, President
VCAT REVIEW REPORT
February 2010
VCAT REVIEW STARTS
March 2008
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
3
STRATEGIC PRIORITIES
OBJECTIVES
1. THE VISION
An innovative, flexible and accountable organisation which is accessible and delivers a fair and efficient dispute resolution service
2. INVESTING IN EXCELLENCE AND ENCOURAGING INNOVATION
Our people – enhancing capabilities and communicating expectations
Encouraging innovation
3. INCREASING ACCOUNTABILITY
An effective complaints mechanism Enhanced disclosure Digital recording of VCAT proceedings An Oath or Affirmation of Office
4. INCREASING FLEXIBILITY
Enhancing Member and staff flexibility
An ADR centre of excellence
5. GOVERNANCE AND FUNDING
A new leadership model
The role and powers of the President Engaging with the community
Address funding issues
4
6. FAIR AND ACCESSIBLE
Provide all Victorians with access to a fair hearing
7. IMPROVING EFFICIENCY
Provide efficient dispute resolution
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
PROPOSED ACTION
• • • • • •
Develop competency standards Develop a code of conduct for Members and a Customer Service Charter Introduce formal appraisal for Members Deliver an effective professional development program Develop a strategic approach to the allocation of professional development resources Put in place a fairer and more transparent process for reappointment
• •
Explore ways in which we can encourage innovation at VCAT Implement an automated order entry system in Civil Claims and Owners Corporation matters
•
All complaints about Members are investigated and responded to within set timelines
• •
Publish an annual report card detailing the progress of implementing Transforming VCAT Upgrade VCAT’s website
• •
All VCAT proceedings to be recorded Access to the recording of a hearing should usually be as of right, for a small fee.
•
Introduce an oath of office for Members
• • • •
Improve access to Alternate Dispute Resolution (ADR) processes Implement the measurement of outcomes of ADR processes Conduct qualitative surveys of parties to ADR processes Improve ADR outcomes
• •
Pilot the use of telephone mediation and case conferencing in Residential Tenancies (RT) and small Civil Claims matters Implement VCAT’s ADR strategy
• • •
Implement a new leadership structure The President to be given broad statutory powers in relation to the practice and procedure of the Tribunal The President to have a determinative role in the appointment of the CEO
• •
The President be given broad statutory powers in relation to the practice and procedure of the Tribunal That the President have a determinative role in the appointment of the CEO
• • • • • •
Establish a Community Consultative Council Undertake a community engagement process every two years Survey parties on their experience at VCAT Develop a ‘schools kit’ Encourage school visits to VCAT Implement ‘adopt a school’ program
•
Review VCAT’s relationship with funding bodies to ensure expectations are met
• • • • • • • •
Develop a ‘litigant in person’ management plan Develop material to further explain what VCAT does Expand the provision of pro bono legal services Substantially upgrade VCAT website Pilot twilight hearings Pilot the delivery of our services in non-traditional settings Develop an engagement strategy for CALD and Koorie communities Develop a regional engagement strategy
• • •
Set time basis benchmarks for key tasks Set performance benchmarks for the timely production of decisions Conduct comparative benchmarking with other jurisdictions
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
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A: TRANSFORMING VCAT
1. THE VISION The purpose of Transforming VCAT is to set our goals for the next three years and to explain how we propose to achieve them. Our aim in meeting these goals is to be: “an innovative, flexible and accountable organisation which is accessible and delivers a fair and efficient dispute resolution service.” Transforming VCAT is directed at realising each element of this vision.
Senior Member Baird conducting a site inspection on the Geelong foreshore for a Planning case.
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TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
2. INVESTING IN EXCELLENCE AND ENCOURAGING INNOVATION
OUR PEOPLE: ENHANCING CAPABILITIES AND COMMUNICATING EXPECTATIONS Our people are central to the effective implementation of the new vision for VCAT. Our expectations of all Members and staff must be clearly communicated and understood. In particular, key competencies together with performance indicators must be developed for Tribunal Members. Such competencies will address: >
knowledge and technical skill
>
communication
>
decision making
>
professionalism and integrity
>
efficiency
>
leadership and management
PROPOSED ACTION: Key competencies and performance indicators will be developed for all Tribunal Members.
I also propose that Members be formally appraised during their term of office. Such an appraisal will provide important feedback to Members about their performance and in particular about the manner in which they conduct hearings. Appraisal will provide an opportunity to reinforce the Code of Conduct and the need to treat all parties fairly and respectfully. Any underperformance in meeting key competencies and associated benchmarks must be reported to the Member concerned in a timely way so that any issues can be addressed.
training, jurisdiction specific update sessions, competency based training and on-line training. Similar initiatives are required for all VCAT staff. VCAT has an active PD committee which conducts an extensive range of activities, including an annual conference and a range of lunch time/twilight seminars. In addition, Members also attend a range of courses conducted by the Judicial College of Victoria (JCV). The JCV is both a national and a world leader in judicial education and training. An appropriately resourced program
PROPOSED ACTION: Members will be formally appraised during their term of office. The competency framework will provide fair and transparent criteria to facilitate the appraisal of Tribunal Members. It will also aid a competency based approach to training to ensure that an individual’s ongoing professional development (PD) needs are met effectively.
is a pre-requisite for the delivery of key outcomes: >
improved access to justice: to better meet the needs of selfrepresented parties
>
improved effectiveness: by more efficient and consistent decision making
>
enhanced flexibility and efficiency: by ensuring that Members have the
Competency standards and associated performance benchmarks are one means of ensuring that Members are aware of what is expected of them. These initiatives should be supported by a Code of Conduct for Members and Mediators and a Customer Service Charter. The Code of Conduct will be published on the VCAT website.
We need to deliver an effective PD program which meets the needs of Members and staff and positions VCAT to achieve its key objectives. The program for Members must be directed at achieving and maintaining core competencies in the areas of:
The JCV will be an important partner in
>
substantive legal knowledge
While there is a significant amount of
>
equal treatment and access to justice
PD activity at VCAT, my impression is
PROPOSED ACTION: A Code of Conduct for Members and a Customer Service Charter will be developed and published.
>
case management
that there is a lack of a strategic focus.
>
timely decision making
Attendance by Members at JCV courses
skills to sit in a range of different jurisdictions
realising these objectives. It offers a wide range of programs, many of which are of direct relevance to Tribunal Members.
A range of delivery methods should
tends to be on an ad hoc basis and a
be used including standard induction
relatively small number of Members
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
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INVESTING IN EXCELLENCE AND ENCOURAGING INNOVATION
account for most of VCAT’s presence
Tribunal Members are appointed for a
on JCV courses. About a quarter of the
term of five years. Senior Members and
full time Members (12 of 44) accounted
ordinary Members may be appointed on
for half of the training hours delivered by
a full time, part time or sessional basis.
the JCV to all full time Members in the
Deputy Presidents may only be appointed
period 1 July 2009 – 13 April 2010.
on a full time basis.
I am not persuaded that our current
Members are appointed by the Governor-
program adequately meets the needs of
in-Council on the recommendation of
our 180 sessional Members. We can and
the Attorney-General and are eligible
must do better.
for reappointment. The Act also makes
The resources available for PD are limited and need to be allocated more effectively to ensure that we are able to meet our key objectives. Deputy Presidents should be responsible for creating a PD plan for each Member in their List to ensure that each Member meets his or her key competencies. This should be done on an annual basis.
ENCOURAGING INNOVATION VCAT has been a successful innovator for many years: >
in ADR: establishing a position of ‘Principal Mediator’ and piloting a ‘cooling off period’ in mediations where one or more of the parties are unrepresented;
>
in Residential Tenancies: the SMS pilot project to improve attendance at
provision for the internal promotion
Residential Tenancies hearings
of Members. Whilst these are matters for the Attorney-General, the past
>
on civil ‘blitz days’
practice has generally been to act on the recommendations of the President.
in Civil Claims: piloting the use of ADR
>
‘Taking it to VCAT’: a booklet and
It is essential that the appointment process
DVD providing a guide to Residential
be merit based. My recommendations
Tenancies, Civil Claims and Owners
regarding reappointments and internal
Corporation disputes at VCAT
promotions will be based on performance
>
a new ‘concierge service’: in peak
and the requirements of the Tribunal.
times customer service staff are available
aggregate bid for PD resources at the
There is no right to reappointment. A
on the ground floor lobby area of 55
beginning of each year. PD resources
fair and transparent process for evaluating
King Street, they actively approach
will then be allocated across VCAT’s
applications for reappointment should
and assist users of the Tribunal
various jurisdictions and Members
have regard to:
to ensure that participation in PD is
>
Each List within VCAT will present their
>
Smartqueue ticketing: has been
Members’ capacity to meet key
introduced to allow the Tribunal to
aligned with our strategic objectives.
competencies and performance
more effectively allocate resources and
A register of attendance at PD activities
standards
expertise in the customer service area >
Domestic Building List innovations:
will be kept to assist in the strategic
>
formal appraisal
allocation of PD resources and to ensure
>
engagement by the Member in
conclaves of expert witnesses are
their PD plan
chaired by a Member or Mediator to
the Members’ contribution to
narrow the scope of matters in dispute
the Tribunal
and reduce hearing times. At the
that these resources are distributed fairly. Participation in PD will be a key performance indicator and will be
>
taken into account in recommending
These initiatives will also assist us in
Members for reappointment.
recruiting new Members.
PROPOSED ACTION:
PROPOSED ACTION: A fairer and more transparent process for reappointment.
Develop a strategic approach to the allocation of PD resources.
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TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
hearing experts give their evidence concurrently, to improve efficiency and identify the real issues in dispute >
‘Sharepoint’ case management: we are currently piloting an IT innovation that enables the Tribunal and parties
INVESTING IN EXCELLENCE AND ENCOURAGING INNOVATION
in a particular case to easily store and access case information and to more
entry system in Civil Claims and Owners
effectively communicate with the
mean that parties receive the Tribunal’s
Tribunal. It will be particularly useful
order immediately after their hearing
in managing complex cases.
when a decision is made, rather than
Corporation matters. This innovation will
More recently, on 3 May 2010 we
waiting for the order in the post.
launched a new initiative for dealing with
Innovation and continuous improvement
major Planning cases (ie. developments
are also about incremental changes. Every
with a value of $5m). Major cases
small change and improvement contributes
will automatically be referred to
to making the Tribunal more effective.
mediation and those which do not settle will be heard and a decision issued within 16 weeks of lodgement. We will soon introduce an initiative to
PROPOSED ACTION: Implement an automated order entry system in Civil Claims and Owners Corporation matters.
RESIDENTIAL TENANCIES: SMS PILOT PROJECT In 2009 the Tribunal began a pilot project sending SMS messages to remind certain tenants to attend hearings. We chose to send the messages to tenants who are respondents in applications made using VCAT Online. The applicants, generally landlords, who use VCAT Online receive various forms of notice and reminders about the hearing, whereas tenants in these cases receive only one written notice of hearing.
continue to innovate. By piloting
Attendance by tenant respondents in these cases is quite low, about 20 percent. Increasing the number of tenants who attend hearings should decrease the number of re-hearings (thereby reducing costs for all concerned) and encourage sustainable tenancies.
new ideas, evaluating the results and
We are currently evaluating the pilot.
deal with ‘short’ Planning cases (ie. those with a hearing time of <90 mins). In most short cases an oral decision will be given at the conclusion of the hearing.
PROPOSED ACTION: Explore ways in which we can encourage innovation at VCAT.
Even successful institutions have a tendency to decline unless they
implementing what works we will improve our performance and position
CIVIL CLAIMS ‘BLITZ DAYS’
VCAT as a leader in judicial innovation. In addition to the other innovations referred to in this document I propose to implement an automated order
‘A once-thriving institution may find itself in decline if it shows itself to be inflexible or otherwise unresponsive to changes in broader social needs and opportunities.’ Prof. John Kleinig, 2007
A blitz day involves listing a greater number of Civil cases on nominated days and providing parties with access to mediation on the day of their hearing. Six Civil blitz days and two debt case blitz days were held in May and June 2009. Over 1300 cases were listed on these days. About half the defended cases went to mediation and those which did not settle were heard and determined on the day. This initiative reduced the backlog of Civil claims and gave the parties access to ADR.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
9
3. INCREASING ACCOUNTABILITY
VCAT serves the public through the provision of an accessible, fair and efficient dispute resolution service. I propose the following measures to enhance our accountability.
AN EFFECTIVE COMPLAINTS MECHANISM An effective complaints mechanism is an important means of ensuring that the public’s expectations of Members and staff are being met. The establishment of an independent body to deal with the resolution of complaints about judicial officers (including VCAT Members) is currently under consideration by the government. I support the establishment of such a body.
ENHANCED DISCLOSURE In the interests of transparency I propose to publish an annual ‘report card’ detailing the progress made in implementing the initiatives set out in Transforming VCAT. I also propose to upgrade the information made available on VCAT’s website, in particular the names of all Tribunal Members and their primary qualification and List assignments.
PROPOSED ACTION: Publish an annual report card detailing progress in implementing Transforming VCAT.
PROPOSED ACTION: Upgrade the information on But it may take some time for this initiative VCAT’s website. to be introduced. In the meantime I will continue to deal with complaints about Members. It is essential that such matters be dealt with quickly. In the past complaints about Members have not been effectively managed, nor have they been dealt with in a timely way. I propose to have all such complaints investigated and responded to within set timelines.
PROPOSED ACTION: Implement an effective complaints mechanism by which all complaints about Members are investigated and responded to within set timelines.
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DIGITAL RECORDING OF VCAT PROCEEDINGS The current arrangements for the recording of VCAT hearings and the release of such recordings are clearly unsatisfactory. There are two problems with the current recording arrangements: >
coverage; and
>
the existing technology
As a matter of fairness all VCAT proceedings should be recorded. At present only cases heard at VCAT’s 55 King Street premises are routinely recorded. Cases heard elsewhere in the metropolitan area and in regional Victoria are not recorded.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
If a hearing is not recorded the parties are unable to obtain a transcript. In the absence of a recording, disputes may arise about what was said and done in the hearing. This may adversely impact on a parties’ capacity to successfully appeal a decision or to complain about a Member’s conduct. VCAT’s existing recording technology is inadequate. At present the recording system in each CBD hearing room is turned on automatically at 9am and turned off at 4.30pm each day. The recording system picks up everything said in the hearing room at all times. As a consequence private discussions during a break or adjournment are recorded. This deficiency was mentioned in the Ombudsman’s report on the Brookland Greens methane gas leaks. The Ombudsman recommended: “VCAT be adequately resourced to review and upgrade its audio recording procedures to ensure all hearings are clearly audible and that the recording process is suspended during any adjournments.” I agree and propose to review and upgrade VCAT’s audio recording procedures.
PROPOSED ACTION: All VCAT proceedings to be recorded. The existing procedures for the release of the digital recording of a VCAT proceeding are also problematic. At present parties to proceedings which have been recorded may, at their own expense, arrange to be supplied with a
INCREASING ACCOUNTABILITY
transcript of the proceeding. Copies of the actual recording of a proceeding are not generally released.
AN OATH OR AFFIRMATION OF OFFICE
It is expensive to have a recording transcribed. A one hour hearing costs about $180 to transcribe and a full day costs more than $850.
VCAT Members are judicial officers. They exercise considerable power and responsibility and their decisions affect the lives of many Victorians.
Generally speaking all VCAT proceedings are public. Section 101 of the Act provides that the Tribunal may direct that a hearing be held in private and suppression orders may be made. But in most cases VCAT hearings are open to the public.
At present, Members (unlike other Victorian judicial officers) do not take an oath or affirmation of office. To reinforce the importance of their responsibilities in the public interest, Members should be required to do so. The oath should be consistent with that given by other judicial officers in Victoria.
If a hearing is held in public it follows, I think, that the digital recording of the hearing should be made available, for a small fee. The copy provided will be edited to ensure that it only deals with what was said during the hearing. We also need to take steps to ensure that parties know that what they say is being recorded and that a copy of the recording is available. ADR processes, such as mediation and compulsory conferences are not recorded and I do not propose any changes in this regard. It is important that such processes remain confidential.
PROPOSED ACTION: Access to the recording of a hearing should usually be as of right, for a small fee.
New Members will be sworn in to reinforce their responsibilities in the public interest.
PROPOSED ACTION: I propose to introduce an oath of office in the following terms: â&#x20AC;&#x153;I, [full name], swear by Almighty God, that as a Member of the Victorian Civil and Administrative Tribunal I shall at all times and in all things do equal justice to all persons and discharge the duties of my office according to law and to the best of my knowledge and ability without fear, favour or affection.â&#x20AC;? Alternatively, Members may make an affirmation in similar terms.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
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4. INCREASING FLEXIBILITY
ENHANCING MEMBER AND STAFF FLEXIBILITY The economic cycle and other factors can have a significant impact on the volume of work in particular jurisdictions within VCAT. Work may increase in one area but decline in another. For example, the number and type of applications in the Planning, Domestic Building and Credit Lists are influenced by whether we are in the growth or contraction phase of the economic cycle. Demographic factors are also important. The ageing of Victoriaâ&#x20AC;&#x2122;s population is likely
to increase the number of applications in our Guardianship and Administration List. Population growth in regional Victoria will have an impact on the demand for VCATâ&#x20AC;&#x2122;s services in those areas. Historically, Members were assigned to a limited number of jurisdictions within VCAT. This created rigidity and an impediment to our capacity to respond quickly to changes in work volume across our various jurisdictions.
PROPOSED ACTION: Use our PD program to enhance flexibility. The Tribunal also needs to better utilise the skills of its administrative staff. Staff can and should play a greater role in case management and ADR.
PROPOSED ACTION: Better utilise the skills of our administrative staff.
We need to use our PD program to enhance our flexibility. Members and staff should be able to work across a number of Lists to ensure that the Tribunal can respond to changes in demand.
ADR can provide a quicker, more flexible and cost effective alternative to traditional litigation.
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TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
INCREASING FLEXIBILITY
AN ADR CENTRE OF EXCELLENCE Alternative or Appropriate Dispute Resolution (ADR) is an umbrella term for processes, other than judicial determination, in which an impartial person assists the parties to resolve the issues between them. ADR encompasses processes such as mediation, conferencing, conciliation and facilitation. ADR can provide a quicker, more flexible and cost effective alternative to traditional litigation. It can allow the parties to choose the process that best suits their needs. By working together parties can resolve their dispute and agree to a settlement that makes sense to them. At VCAT, ADR processes have been used since the creation of the Tribunal in 1998. VCAT has a purpose built Mediation Centre on level 2, 55 King Street comprising of hearing rooms, meeting areas and mediation break out rooms. VCAT’s proposed ADR Strategy has three key components: >
Improving access
>
Measuring success
>
Improving outcomes
Improving access is about extending formal ADR processes that have not usually been available to parties with small Civil Claims or in the Residential Tenancies jurisdiction. Although Members routinely employ ADR techniques to encourage settlement before they start to hear and determine these cases, formal access to ADR processes has been very
limited. In these jurisdictions every effort is made to keep the number of Tribunal attendances to a minimum in order to deliver a cost effective dispute resolution service. Generally this means that parties only come to the Tribunal once – to have their dispute heard and determined. We need to develop a range of initiatives to enhance access to ADR. I propose that we pilot the use of telephone mediation and case conferencing in the Residential Tenancies jurisdiction and in small Civil Claims.
PROPOSED ACTION: Pilot the use of telephone mediation and case conferencing in Residential Tenancies and Civil Claims.
By working together parties can resolve their dispute and agree to a settlement that best suits them.
Measuring success is about properly measuring the quality of the ADR processes the Tribunal provides. We must be able to measure the outcome of those processes. At present we do not record the outcome of all ADR processes at VCAT. Such data is essential if we are to effectively allocate our limited resources. I propose that the outcome of all formal ADR interventions by VCAT Members and Mediators be recorded and collated and that qualitative survey forms be used to measure party satisfaction with the ADR process. Enhancing our capabilities and more accurately measuring our success will provide us with some of the tools we need to improve ADR outcomes for VCAT parties. These initiatives will allow us to identify and replicate best practice in the Tribunal.
PROPOSED ACTION: Implement VCAT’s ADR strategy.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
13
5. GOVERNANCE AND FUNDING
leadership by hearing and deciding complex cases but will not generally exercise administrative responsibility for particular lists. Deputy Presidents will be responsible for the performance and management of their List and will report directly to the President on a regular basis
A NEW LEADERSHIP MODEL In the existing organisational structure there are three divisions and a number of specialist lists. Deputy Presidents usually head the lists and are responsible for their day to day operation, subject to the overall authority of the President.
>
The President and Vice Presidents head the divisions. In operational terms the lists are the most important functional unit. Successive Presidents have established an informal advisory committee called the Heads of Lists committee. The current committee is comprised of all the Deputy Presidents and a Vice President. It is chaired by the President. The Review Report recommends that the Heads of List committee ‘should be given statutory recognition as an advisory committee of the President’. In my view the current organisational structure has two weaknesses:
creation of a series of project groups with responsibility for implementing particular aspects of Transforming VCAT
I do not support giving statutory recognition to any particular governance structure. It is important that the organisational structure be flexible so it can adapt to future challenges. Enshrining a particular structure in the Act may limit the organisation’s capacity to respond to changing circumstances.
and appraisal and continuing education and training (r 36) >
include developing a code of conduct for Members and Mediators in the President’s functions of management (r 42)
>
give the President statutory responsibility for developing a customer services charter for the Tribunal (r 43)
>
give the President statutory responsibility for establishing a complaints system for Members and Mediators at the Tribunal (r 44)
>
amend the present powers of the President to reconstitute the Tribunal to give him or her a general power of reconstitution (r 45)
>
amend the statutory functions of the President to include ‘developing
PROPOSED ACTION: Implementat a new leadership structure for VCAT.
a positive cohesive culture throughout the Tribunal’s organisation’ (or similar words) (r 50) Subject to two exceptions I am not
the divisional structure adds an unnecessary layer and may blur lines of accountability; and
THE ROLE AND POWERS OF THE PRESIDENT
presently persuaded that the various
the heads of lists committee is not sufficiently representative of the organisation as a whole.
desirable. The Act currently confers on
I propose a new leadership structure that implements:
The Review Report makes a number of other recommendations intended to provide the President with increased powers including that the Act be amended to:
>
>
>
>
>
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a more broadly based leadership group meeting quarterly to review progress in implementing Transforming VCAT and to approve other innovations abolition of the divisional level of judicial leadership, Vice Presidents will continue to provide judicial
>
give the President broad powers in relation to the practice and procedure in the Tribunal (r 35) give power to the President to establish competency-based support for Members embracing induction, mentoring, performance management
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
recommendations relating to the role of the President are either necessary or the President the ultimate responsibility for directing the business of the Tribunal and for managing its administrative affairs. In my view that general power is sufficient for me to undertake the range of tasks recommended in the Review Report, including: >
developing a positive cohesive culture throughout the Tribunal
>
establishing competency based support for Members
GOVERNANCE AND FUNDING
PROPOSED LEADERSHIP MODEL FOR VCAT PRESIDENT
VICE PRESIDENTS
LEADERSHIP GROUP
• Provide Judicial leadership by hearing and determining complex cases
• Will replace Heads of Lists Group • Will include greater participation across the organisation
• Will not exercise administrative responsibility for particular Lists
PROJECT LEADERSHIP GROUPS • To be established as required to lead projects and initiatives and to ensure delivery.
DEPUTY PRESIDENTS • Responsible for performance and management of their List
COMMUNITY CONSULTATIVE COUNCIL • Meets quarterly • Chaired by the President • Reflects a cross section of stakeholder and community interests
PRINCIPAL MEDIATOR
SENIOR MEMBERS
MEDIATORS
MEMBERS
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
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GOVERNANCE AND FUNDING
>
developing a code of conduct for Members and Mediators and a customer service charter for the Tribunal
These matters are normal incidents of leadership and do not require specific statutory authority. Indeed specifying what the President may do, to this level of particularity, may carry a risk of limiting rather than expanding the Presidentâ&#x20AC;&#x2122;s capacity to effectively lead the Tribunal.
of the Tribunalâ&#x20AC;&#x2122;s administrative affairs. It is essential that the President has confidence in the CEO. I propose that the President have a determinative role in the appointment of the CEO. I note that this proposal is consistent with the position in the Federal courts.
PROPOSED ACTION: That the President have a determinative role in the appointment of the CEO
There are two matters which do warrant statutory recognition. I agree with the proposition that the President be given broad statutory powers in relation to the practice and procedure of the Tribunal. Similar provisions operate in other State Tribunals and in the Commonwealth Administrative Tribunal. Consistent practice and procedure is an important part of how the Tribunal presents itself to the community, promotes certainty and reduces costs for individuals and businesses.
PROPOSED ACTION: The President be given broad statutory powers in relation to the practice and procedure of the Tribunal. The second matter concerns the appointment of the Chief Executive Officer of the Tribunal. The CEO exercises
ENGAGING WITH THE COMMUNITY The Tribunal already has a high level of engagement with the community. There are various user groups attached to specialist lists and a range of consultative forums. For example the Residential Tenancies List runs stakeholder consultative forums 4-5 times a year in metropolitan Melbourne and in regional Victoria. The forums are always well attended. Of course more can and should be done to deepen our links with the community. Three particular initiatives are proposed:
a year, be chaired by the President and reflect a cross section of stakeholders and community interests. The Council will provide an important means of communication between the Tribunal and the community it serves.
PROPOSED ACTION: Establish a broad based Community Consultative Council.
(ii) Community consultation As part of the process of finalising Transforming VCAT I will be undertaking an extensive round of community consultations in metropolitan Melbourne and regional Victoria. I propose to undertake a similar level of community engagement every two years to report on our progress and get community feedback.
PROPOSED ACTION: Conduct a community engagement consultative process every two years. In addition I propose to survey parties on their experience at VCAT. Such community feedback can provide valuable insights into how we can improve our performance.
>
establishment of a Community Consultative Council
PROPOSED ACTION:
>
community consultation
Survey parties about their
>
greater engagement with secondary schools
experience at VCAT.
important responsibilities under the Public Administration Act 2004 and the Financial Management Act 1994 (under delegation from the Secretary). In practice the President and CEO work closely together in the management 16
(i) Community Consultative Council
(iii) Secondary schools
I propose to establish a broad based Community Consultative Council. The Council would meet three or four times
with secondary schools, both as a means of
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
VCAT should increase its engagement providing community legal education and to increase its engagement with young people.
GOVERNANCE AND FUNDING
VCAT Members and staff will be encouraged to ‘adopt a school’
I propose the following initiatives in this regard:
funds must only be spent on cases in those areas.
>
PROPOSED ACTION: Increase VCAT’s engagement with VCAT, with the assistance of Consumer secondary schools by developing a school’s kit; encouraging schools Affairs Victoria, should develop a to visit VCAT and launching ‘Adopt ‘schools kit’ which explains the role of a School’. the Tribunal, particularly in the area of
In a number of cases the relationship between the Tribunal and the trust fund is governed by a memorandum of understanding.
tenancy and consumer claims;
I propose to review our relationship with each of the funding bodies to ensure that we are meeting their expectations and that the costs of providing those services are being fully recovered.
>
schools will be encouraged to visit VCAT and use our ‘learning centre’ at 55 King Street;
FUNDING ISSUES
>
‘adopt a school’: VCAT Members and staff will be encouraged to ‘adopt a school’. They will then become the main contact point between the school and the Tribunal and will facilitate presentations at their school about VCAT, and arrange school visits to VCAT.
direct appropriation funding from the
The current funding model is partly by government and partly from a range of jurisdiction specific trust funds. A number of lists are specifically funded by a trust fund (eg. Residential Tenancies, Domestic Building, Owners Corporation, Guardianship and Administration) and
PROPOSED ACTION: Review our relationship with each of the funding bodies to ensure that we are meeting their expectations and that the costs of providing those services are being fully recovered.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
17
6. FAIR AND ACCESSIBLE
Access to justice is a fundamental
does and to promote access, particularly
human right. VCAT must provide
in Domestic Building, Guardianship and
all Victorians with access to a fair
Administration, and Planning
hearing. A fair hearing necessarily
>
involves the opportunity to put your
legal services
case – the right to be heard – and have the case determined impartially and according to law. A number of the initiatives canvassed in this consultation paper support the
expand the provision of pro bono
>
substantially upgrading the VCAT website as the major point of communication between the Tribunal and the community
provision of a fair hearing:
PROPOSED ACTION:
>
Members taking an oath of office
Take the following steps to promote
>
a competency framework for
fair hearings.
Members supported by a formal
• develop a litigant-in-person
appraisal >
giving the President broad statutory powers to deal with the Tribunal’s practice and procedure
>
a more effective complaints process
>
a code of conduct for Members
>
recording all VCAT proceedings and (subject to any relevant suppression
management plan. • further develop the material the Tribunal provides to the community
But a fair hearing is also about the
legal services. • substantially upgrade VCAT’s website. Of course the hearing process must be both fair and accessible.
information and assistance provided
VCAT sits in a range of locations across
by the Tribunal to parties, particularly
the metropolitan area and in regional
self represented parties. I propose the
Victoria. Outside the CBD VCAT usually
following initiatives in this regard:
sits in local courts and hears matters
>
developing a litigant-in-person management plan which clearly sets
>
18
METRO:
11,736
to explain what it does. • expand the provision of pro bono
order) making the digital recording of the hearing available, for a small fee
APPLICANTS IN CIVIL CLAIMS CASES 2008/09
during standard court sitting hours (9.30am – 4.15pm).
out the obligations of Members and
The place and time at which the Tribunal
staff when communicating with self
hears matters directly impacts on access
represented parties
to justice.
build on the success of the ‘Taking it
A significant number of applicants in Civil
to VCAT’ booklet by developing other
Claims live in outer Melbourne: eg. Melton,
material to explain what the Tribunal
Lilydale and Frankston.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
RURAL:
997 Most Civil Claims (92 percent) are made by people who live in the metropolitan area. Due to the high level of demand on local courts all of these claims are currently heard at 55 King Street. We will pilot the delivery of dispute resolution services in non traditional settings such as shopping centres and community centres.
FAIR AND ACCESSIBLE
All Civil Claims cases in the metro area are heard in Melbourne
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TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
19
FAIR AND ACCESSIBLE
“It should never be forgotten that tribunals exist for users, and not the other way round. No matter how good tribunals may be, they do not fulfil their function unless they are accessible by the people who want to use them, and unless the users receive the help they need to prepare and present their cases.” Sir Andrew Leggatt, 2001
I propose two initiatives to generally improve access: >
we will pilot twilight hearings (eg. until 7pm) and
>
we will pilot the delivery of our services in non traditional settings such as shopping centres and community centres
These initiatives will improve access by providing a service when and where it is needed. Other communities present particular challenges. There is a poor utilisation of the Tribunal by CALD (Culturally and Linguistically Diverse) and Koori communities. Part of the solution involves greater engagement between the Tribunal and these communities. I propose to consult with these communities to identify the access barriers that stand between them and the Tribunal and to find a way to improve access. We also need to ensure that those living in regional Victoria have the same level
20
of access as those living in metropolitan Melbourne. I propose that we develop a regional engagement strategy (including the establishment of regular circuits and increased use of video conferencing) to ensure that we meet the needs of Victorians in regional communities.
PROPOSED ACTION: Take the following steps to improve community access: • pilot twilight hearings • pilot delivering our services in non-traditional settings such as shopping centres and community centres • consult with CALD and Koori communities to identify the access barriers that stand between them and the Tribunal and find a way to improve access • develop a regional engagement strategy
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
VCAT currently sits outside of traditional courtrooms in regional areas. For example Guardianship cases are heard in hospitals.
7. IMPROVING EFFICIENCY
VCAT should provide efficient dispute resolution in the sense that it is affordable to use and resolves disputes in an appropriate and timely way.
Administrative staff have already started
Cost effectiveness is fundamental because the Tribunal was established to provide affordable access to justice for all Victorians. This objective can be achieved by adopting flexible and informal procedures for deciding cases and innovative ways of resolving disputes, including compulsory conferences, mediation and other forms of ADR.
I propose to set a performance benchmark
The measures already outlined in relation to ADR, twilight sittings and resolving disputes in non traditional settings such as shopping centres will all assist in making the Tribunal more accessible and affordable. New technology can also be used to improve work processes, service delivery and access. The setting of benchmarks for key tasks will also support a process of continuous improvements. I propose to set time based benchmarks for key tasks such as those shown in the diagram below.
PROPOSED ACTION: Set time based benchmarks for key tasks.
LODGEMENT
to use time based milestones to monitor performance. This initiative needs to be extended to Members.
for the timely production of decisions. The provision of PD training in decision writing and the delivery of oral reasons is part of the solution.
PROPOSED ACTION: Set a performance benchmark for the timely production of decisions. The Tribunal does not currently benchmark its performance against other Tribunals or courts. The Review Report recommends: “The Tribunal should participate in performance benchmarking with other tribunals and courts, such as that which is available under the International Courts Benchmarking Program.” I agree with this recommendation. Comparative benchmarking will assist the Tribunal to learn from the experience of other justice institutions.
PROPOSED ACTION: Facilitate the Tribunal’s participation in comparative benchmarking.
FILE PREPARATION
RECEIPT OF FILE CORRESPONDENCE HEARING
ADR / HEARING REPLY DECISION
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
21
B. LEGISLATIVE REFORM The Review Report makes a number of recommendations for legislative change. The proposed changes can be broadly grouped into three categories: >
the objects of the Act
>
enhancing the powers of the
adopts the principle of continuous improvement (r 71). In my view the Act should adopt a general object which is consistent with the vision set out in this document and a number of specific objects.
President (I have already dealt with these at page 14) >
access and fairness issues.
THE OBJECTS OF THE ACT The Act does not contain provisions which set out its objects and functions. Section 1 simply says: ‘The purpose of this Act is to establish a Victorian Civil and Administrative Tribunal’, and s 44 refers to the functions conferred by the primary Act and other enabling enactments. The Review Report recommends that the Act ‘be amended to include objects and functions provisions that explicitly state the expectations of the Victorian Parliament for the institution in every respect’. I am in broad agreement with this recommendation. The insertion of an objects and functions provision would inform and drive the transformation of the Tribunal. The Review Report recommends that the following specific objects be incorporated in the Act: >
community legal education (r 8)
>
to promote equal access to justice (r 33)
>
maintain a cohesive organisational structure (r 49)
> >
22
applying therapeutic approaches to the administration of justice (r 69) a cost efficiency objective which
ACCESS AND FAIRNESS ISSUES A number of the Review Report’s recommendations for change are intended to promote access and fairness. They fall into five subcategories:
(i) Questions of law and guideline judgments Section 96 of the Act gives the Tribunal power, with the consent of the President, to refer a question of law to the Supreme Court. No provision is made for such questions to be referred to the President. The Review Report recommends that the Act be amended to allow a Member to refer questions of law for determination by the President, subject to his or her approval. The Review Report also recommends that consideration should be given to ‘conferring jurisdiction to issue guideline judgments on the Tribunal’. My preliminary view is to support both these recommendations. Guideline judgments may be a useful means of promoting consistency by providing detailed consideration and guidance in respect of an issue of general application. Such a mechanism may also allow the Tribunal to build a body of
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
jurisprudence which would promote greater consistency.
(ii) Provisions for internal reconsideration/appeal At present a VCAT decision can only be the subject of an internal reconsideration in limited circumstances – where the person concerned did not appear at the initial hearing or in relation to certain decisions under the Guardianship and Administration Act 1986. There is no general provision for an internal appeal. Parties wishing to appeal a VCAT decision must apply for leave to the Supreme Court and, if successful, conduct the appeal. An appeal may only be made on a point of law, there is no capacity for general merits review. The Review Report recommends amending the Act to: >
give the Tribunal a general power of reconsideration, subject to sensible limits, whether or not an internal appeal Tribunal is established
>
establish an appeal Tribunal within VCAT.
A range of arguments are advanced in the Review Report in support of these initiatives, including: >
to give parties a more accessible and affordable right of appeal
>
to increase the consistency, predictability and quality of Tribunal decision-making
>
to encourage the Tribunal to build a bank of jurisprudence.
I have a number of reservations about the establishment of an internal appeal
LEGISLATIVE REFORM
and general right of reconsideration. VCAT decides about 90,000 cases each year and the recommended measures will have substantial resource implications. The proposals also raise a number of questions:
provisions in other Tribunals and to
Tenancies Lists should be repealed.
the resource implications of introducing
In considering this recommendation it
>
What are the ‘sensible limits’ to be applied to the general right of reconsideration?
to provide reasons for a final decision
Is the appeal to be a rehearing (ie. merits review) or limited to points of law?
may request the Tribunal to give written
>
Will leave be required to institute an appeal or will it be as of right?
117(2)). Reasons for a final order must be
the time the Tribunal makes its decision.
given within 45 days, unless that period
The Review Report makes a further
>
Who will hear the appeal – judicial officers, a bench of three?
is extended by the President (s 117(4)).
recommendation regarding the
Schedule 1 sets out certain exemptions
provisions of reasons:
>
these measures.
needs to be remembered that Civil Claims and Residential Tenancies are high volume
(iii) Providing reasons At present a party can require a Member within 60 days or another specified period (s 117(1)). If oral reasons are given a party reasons. Such a request must be made within 14 days after an order is made (s
Lists. Members in these Lists routinely decide many cases each day. I propose to consult broadly in relation to this recommendation. An alternative to removing the existing exemption may be to implement steps to make parties aware of the need to request reasons at
These recommendations carry a significant risk of increased cost and delay. They seem antithetical to the notion of VCAT as a provider of quick and affordable justice. The Tribunal was intended to be a ‘one stop shop’.
from these general provisions. In Credit
‘r 52 – There should be a statutory
cases, Civil Claims cases under the
amendment, applying in all cases, that
Fair Trading Act 1999 and Residential
if oral reasons are given, a transcript
Tenancies cases, the request for reasons
of those reasons (which may be revised
must be made ‘before or at the time of
by the Member) will, at the Member’s
the giving or notification of the Tribunal’s
Consistency, predictability and quality decision making are all important objectives. But there are other means of achieving these objectives. Many of the initiatives proposed in this paper will improve consistency, predictability and quality. In particular:
direction, stand as the reasons for
decision in the proceeding’.
decision and will be available free of
The Review Report says that parties are
charge to the parties’
> > > >
not generally aware of these exemptions,
I am in broad agreement with this
(at p 70):
recommendation. Members are presently
‘As revealed during the community
able to publish reasons which they have
consultation, many people – I would
delivered orally. In addition I have proposed
guideline judgments
think most people in the community
that the digital recording of a proceeding,
expanding the scope for referral of a question of law
– are not aware of the requirement.
including any reasons for decision, be
The Tribunal does not have a practice
provided to parties, for a small fee.
Member code of conduct and an effective complaints mechanism
of informing people. Those who want reasons often lose the right to obtain
(iv) Assisting litigants in person
a competency board framework for Members supported by targeted PD and external appraisal
them because they don’t ask out of
Self-represented parties are entitled
ignorance’.
to be provided by the Tribunal with as
I propose to consult broadly in respect of these two recommendations. I will have regard to the practical operation of such
The Review Report recommends that
much assistance as is necessary to ensure
the current statutory restrictions on the
the proceeding is fair. The assistance
availability of reasons for decision in
provided must be proportionate to the
the Credit, Civil Claims and Residential
circumstances.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
23
LEGISLATIVE REFORM
The Review Report recommends two amendments directed at assisting selfrepresented parties: >
>
to require the Tribunal to ensure that all parties (including self-represented parties) understand the issues in the proceedings, and the practices and procedures of the Tribunal, and give due assistance to parties who need it to enhance the powers and duties of the principal registrar to assist users of the Tribunal, including giving reasonable assistance to a person to formulate their application.
I support the proposition that the Tribunal should provide assistance to parties as part of its general requirement to act fairly (s 97) and its obligation to comply with the rules of natural justice (s 98(1)(a)). This document sets out a number of initiatives directed to improving access and promoting fairness. I intend to consult broadly on the appropriateness of the two amendments proposed in the Review Report.
>
the role of ADR in the legislation should be significantly upgraded, in line with the importance of this means of resolving disputes in the Tribunal in the modern age (r 73).
I am in broad agreement with these proposals and will consult further in relation to each recommendation. I propose to provide the Attorney-General with my recommendations for legislative reform by the end of 2010. These recommendations will be the subject of a broad consultation process and will not be limited to the amendments canvassed in the Review Report.
PROPOSED ACTION: After a broad consultation process, provide the Attorney-General with my recommendations for legislative reform, by the end of 2010.
(v) Other The Review Report makes three other, miscellaneous, recommendations for legislative amendment: >
the present powers of the President to reconstitute the Tribunal (s 108) should be expanded to allow the President to reconstitute the Tribunal if a Member, for any reason, becomes unavailable (r 45).
>
consideration should be given to Tribunal orders being enforced as orders of a court without the orders being filed in a court (r 53)
24
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
C. CONSULTATION Ensuring that stakeholders and the Victorian community have an opportunity to comment on the proposals put forward in Transforming VCAT is a vital part of developing VCAT’s three year strategic plan. An extensive consultation process will be undertaken to gather comment and input from VCAT Members and staff, key stakeholders and members of the community. This consultation will include meetings between VCAT and its stakeholders and a series of regional and metropolitan community events. The community forums held last year provided valuable feedback for the review, and have informed the initiatives set out in this document. This year’s community consultation process will build on the positive engagement that has already occurred. I will also be a platform to explain the new direction of the organisation, and how the community has contributed. These forums are an important step in ensuring ongoing
engagement with the community, and to actively demonstrate VCAT’s openness, accessibility, and willingness to listen. All interested parties are invited to provide comment on any of the proposals or directions raised in this document and any additional ideas they have for transforming VCAT. I will be holding community forums between the 17th May and 9th June 2010 in following regional and suburban areas. Check the website for the timing and location of these events.
VIA THE INTERNET Comments and/or submissions can be provided via the website: www.transformingvcat.com.au or by emailing: comment@transformingvcat.com.au
BY MAIL
REGIONAL CENTRES: Mildura
17 May 2010
Geelong
18 May 2010
Ballarat
19 May 2010
Bendigo
20 May 2010
Shepparton
25 May 2010
Morwell
26 May 2010
METROPOLITAN: Melbourne CBD
MAKING A SUBMISSION
27 May 2010
Submissions can also be sent to: Transforming VCAT VCAT Level 1, 55 King Street Melbourne 3000
FORMAT Submissions and comments can be in the form of a few lines of feedback in a letter or email, a short document or a substantial paper.
Dandenong
1 June 2010
Frankston
2 June 2010
Ringwood
3 June 2010
Werribee
4 June 2010
MORE INFORMATION
Reservoir
7 June 2010
Footscray
8 June 2010
To find out more about Transforming VCAT please visit the website www.transformingvcat.com.au or email any questions to enquiry@transformingvcat.com.au
DEADLINE The deadline for all submissions and comments is Monday 28 June, 2010.
TRANSFORMING VCAT: DISCUSSION PAPER MAY 2010
25
www.transformingvcat.com.au