Corrective Services Non-Custodial bulletin

Jul 6, 2015

Corrective Services Non Custodial bulletin – No consultation about changes for Administrative and Stores Staff July 2015 (PDF version)

No consultation about changes for Administrative and Stores Staff

On 3 July 2015, the PSA was advised by members that a Change Management Plan (also called a restructure) for Administrative and Stores Staff in Correctional Centres has been approved by the Commissioner.

We have not received any formal notification of this.

The PSA is concerned that this plan has been finalised without consultation with the PSA and affected staff, and has written to the Commissioner requesting an urgent meeting to discuss this matter.

We will provide further information about this very important issue as soon as it comes to hand.

What can you do?

  • Give a copy of this bulletin to your colleagues.
  • Print this bulletin and put it up on your notice board.
  • Ask a colleague to join the PSA.
  • Attend a meeting at your worksite.

Update Your Details

If you have moved home or work location, or you have changed your contacts, please update your membership details on the PSA website HERE

FACS PSA members bulletin

Jul 6, 2015

PSA seek amendments to OneFACS change plan to avoid ‘spill and fill’ for non-executive staff July 2015 (PDF version)

PSA seek amendments to OneFACS change plan to avoid ‘spill and fill’ for non-executive staff

The PSA has responded to the Department of Family and Community Services draft OneFACS Non Executive Staff Transition and Change Management Plan by seeking amendments that would enhance employment security and avoid a messy spill and fill for non-executive staff.

Our submission is based on 5 core elements including:

  1. A freeze on external advertisement of all non-executive, non-front line roles until completion of an internal placement process;
  2. A general voluntary redundancy program in which all affected non-executive staff are invited to express interest in VR;
  3. Prioritising, wherever possible, the assignment of ongoing staff to suitable ongoing roles;
  4. A closed (internal) recruitment process for promotional/residual vacant roles including eligible long term temporary staff prior to external advertisement;
  5. Job/voluntary redundancy swaps between employees with equivalent roles/classifications.

The advantages of our approach include:

  • Ensuring the Department has the best opportunity to match staff to their preference for either ongoing employment or voluntary redundancy;
  • Allowing the Department to factor this information into its budgeting and final structural design;
  • Maximising reassignment (and redeployment) opportunities for existing employees; and
  • Significantly reducing the Department’s overall redundancy liability risk.

A copy of our full submission can be read HERE

Our proposal prioritises job security, is fiscally responsible and places an emphasis on employee preference.

We expect to meet with the Department in coming days to discuss our submission in further detail.

We’ll be holding a meeting at Cavill Avenue, Ashfield:

Date:         Monday, 6 July 2015

Time:         1:00 – 1.30 pm – All Staff
1:30 – 2:00pm – Members only

Venue:      Meeting Room G1 and G2

Representatives from OneFACS, Human Resources and Employee Relations have been invited.

For more information contact the PSA Member Support Centre on 1300 772 679 or tpearce@psa.asn.au

If you’d like to arrange a meeting in your workplace contact your local workplace delegates or email: FACSOrganising@psa.asn.au

Transport for NSW PSA members update 2015

Jul 3, 2015

Transport for NSW PSA Members Update July 2015 (PDF version)

TfNSW PSA delegates and an industrial official met with representatives from Transport for NSW (TfNSW) to progress negotiations for the Transport Service of NSW Conditions of Employment Award 2015. Negotiations are now at the point that TfNSW has reduced its proposed award changes to three items.

TfNSW is seeking an in-principle agreement from the PSA and other unions in TfNSW on the three issues listed below in order to pay the 2.5% pay increase as of the first pay in July. Agreement to back pay members from the first pay in July is still being negotiated. This is a core concern for members and will inform how we proceed.

1.     Alignment of the drug & alcohol reference under the award on-call provisions with the TfNSW drug & alcohol policy

The award prescribes that staff members should be free from the effects of drugs and alcohol. TfNSW is seeking a more literal and demonstrable interpretation as contained in the current Drug & Alcohol policy. The concern from members in certain parts of TfNSW, is this places an additional onus on employees to remain completely drug and alcohol free. Some individual staff members have spoken to the PSA with concerns over the increased level of on-call arrangements for longer periods of time.

2.     CBD Taskforce & Replacement Bus Transport Services

There are approximately 35-40 new positions that will be created for the CBD Taskforce & Replacement Bus Transport Services. TfNSW has argued that some of the positions (approx. 8) require differing service delivery provisions due to the nature of the work. The focus of these positions is to provide service outside of traditional business hours including early starts/late finishes, during night times and over weekends. This is in order to reduce the disturbance to CBD users. TfNSW stresses that some of these positions, whilst similar to positions in the Transport Management Centre (TMC), are different and therefore require award changes to distinguish the taskforce from TMC operations. No current positions will be affected by the proposed changes.

TfNSW has also sought to compensate staff members (approx. 8) who would be predominantly Monday to Friday workers, working outside of the bandwidth including overtime and weekends. TfNSW has sought to use Clause 21.1.(d) and provide a loading in lieu of penalties and over-time. These are predominately project management roles with a very “hands on” involvement.

3.     Removing core hours and increasing bandwidth from 7am-7pm

TfNSW has proposed the removal of current core hours provisions being 9.30 to 3.30pm and a change in the bandwidth from 7.30 to 6.00pm to 7.00am to 7.00pm. Members have received the proposed changes optimistically, but cautiously. Whilst many can see benefits of the removal of core hours, the concern is that TfNSW will enforce early starts and late finishes. This has the potential to cause disadvantage to members who have caring responsibilities. Members are concerned with the increased level of “operational activities” being performed by TfNSW. The PSA is presently negotiating to have considerable safeguards with respect to work life balance in order that staff will not be detrimentally affected by the changes. These include but are not limited to factoring carers and lifestyle concerns.

Continued negotiations and PSA position

Your union, the PSA, provided bargaining items to TfNSW on 23 June 2015. The items came directly from the membership during the member engagement strategy meetings conducted in your workplaces. The core items include use of contractors, incorporation of 68d into the award, improving flexible working arrangements and improvements to salary sacrifice.

Overall, your union’s negotiating position reflects and incorporates members’ feedback and we will continue to hold meetings and engage members up until the award is finalised.

Your union will continue to push the interests of members to reflect the feedback from our meetings with you although members should note that the Government Wages Regulation inhibits unions from claiming salary or condition increases of more than 2.5% without trade-offs.

What can you do?

  • Give a copy of this bulletin to your colleagues
  • Print this bulletin and put it on your notice board
  • Ask a colleague to join the PSA
  • Become a contact in your area
  • Ask a colleague to attend the next PSA meeting with you.

Downing Centre & John Madison Tower – Listening meeting – Performance Management Framework bulletin, 3 July 2015

Jul 3, 2015

Bulletin to members at the Downing Centre and John Madison Tower – Listening – 3 July 2015 (PDF version)

Background

The Government Sector Employment (GSE) Act (Section 67) requires all NSW public sector departments and agencies to implement performance management systems.

Your union, the PSA, sees the value in agencies basing performance management systems on the prerequisites of the PSC’s Capability Framework which would provide members with a common foundation to negotiate performance agreements and engage in performance reviews.

However, as not all agencies have introduced new role descriptions based on the Capability Framework, there is potential for unfair and inequitable performance management systems to be created within and across agencies.

The PSA is consulting with members through ‘listenings’ so that members can identify their concerns and have input into addressing them.

Members’ listening meeting

The PSA, conducted a “listening” with members at the Downing Centre on Wednesday, 24 June 2015. Members from the District Court, Local Courts, Public Guardian and Judges’ Associates attended.

Thank you to all the participants who considered the following questions:

  • How can we ensure learning and development is undertaken in a fair and effective way?
  • What does a fair and reasonable performance management system look like?
  • To successfully resolve unsatisfactory performance, an employee must have…….(finish this sentence).

Outcomes

In summary, members determined that a fair and equitable performance management system must:

be consistent for all employees, with equal access to learning and development;

be tailored to role specifics and relevant to the role – employees should not have to undertake training for the sake of achieving a “training target”;

be tailored to the needs of individuals, including making provision for employees with English as a second language and disabilities (both physical and psychological);

provide opportunities for role progression/advancement;

involve effective orientation and skill development in every role/placement;

recognise the increased complexity of modern roles – such as continual upgrading and changing technology;

acknowledge achievement with tangible recognition;

have objective assessment standards;

set fair benchmarks;

have learning and development which satisfies industry standards;

have internal courses conducted by facilitators who know and understand the role for which the training is provided;

have expectations which are clearly understood by management and the employee;

manage unsatisfactory performance as it occurs with ongoing constructive feedback, well-defined work objectives, appropriate support and training where necessary and clear definitions of unsatisfactory and satisfactory work performance;

have an independent person involved in managing any identified unsatisfactory performance with the clear-cut identification of problems and resolution;

provide regular and constructive feedback and acknowledge strengths as well as weaknesses.

The information collected will be used in the development of the PSA’s position paper on the Performance Management Framework. The PSA’s position paper will be provided to all members when it is completed.

Bureau of Crime Statistics Bulletin – Listening meeting – Performance Management Framework, 3 July 2015

Jul 3, 2015

Bureau of Crime Statistics Bulletin – Listening Meeting – 3 July 2015 (PDF version)

Background

The Government Sector Employment (GSE) Act (Section 67) requires all NSW public sector departments and agencies to implement performance management systems.

Your union, the PSA, sees the value in agencies basing performance management systems on the prerequisites of the PSC’s Capability Framework which would provide members with a common foundation to negotiate performance agreements and engage in performance reviews. However, as not all agencies have introduced new role descriptors based on the Capability Framework, there is potential for unfair and inequitable performance management systems to be created within and across agencies.

The PSA is consulting with members through ‘listenings’ so that you can identify concerns and have input into addressing them.

Bureau of Crime Statistics – Listening

The PSA conducted a ‘listening’ with PSA members at the Bureau on Thursday, 25 June 2015.

Thank you to all the participants who considered the following questions:

  • How can we ensure learning and development is undertaken in a fair and effective way?
  • What does a fair and reasonable performance management system look like?
  • To successfully resolve unsatisfactory performance, an employee must have…….(finish this sentence).

Outcomes

In summary, members determined that a fair and equitable performance management system must:

be relevant to the role and transparent;

incorporate training and development opportunities which are consistent and equitable for everyone which recognise specific skills and do not limit opportunities for advancement;

be specific in the expectations for the role both from management and the employee;

be formulated in conjunction with business plans;

be developed with transparent consultation with the role holder;

require unsatisfactory performance to be managed as it occurs, with clear indications of unsatisfactory and satisfactory benchmarks, well-defined targets for improvement identified, addressed with support and any necessary training/retraining and an independent assessor involved for cases in dispute;

provide training for managers/supervisors for their roles.

feedback should be regular and constructive and acknowledge strengths as well as weaknesses.

The information collected will be used in the development of the PSA’s position paper on the Performance Management Framework. The PSA’s position paper will be provided to all members when it is completed.

Your payrise in 2015 now 2.5%

Jul 3, 2015

Your pay rise in 2015 – now 2.5% RMS bulletin July 2015 (PDF version)

In 2014, the new RMS Award, the ‘Roads and Maritime Services Consolidated Salaries Award 2014’ was made.

In the process of making the new award:

  • Members were consulted and the PSA’s log of claims developed out of that consultation process.
  • PSA RMS delegates were part of the negotiating committee together with PSA staff.
  • PSA members were able to vote on the proposed award.

The end result was that:

  • the new award was ‘made’ in the NSW IRC last year;
  • the award runs for two years; and
  • there was no loss of conditions in making the new award.

Your pay rises in the award

The award provided for pay increases over two years being:

  • 2.5% in 2014; and
  • 2.03% in 2015.

The PSA and other unions wrote to RMS proposing that the pay rise for 2015 be amended to 2.5% to reflect the Federal Government’s changes to our superannuation.

Why?

The Federal Government changes to the superannuation guarantee rate and the repeal of the mining tax means the super guarantee rate will be frozen at 9.5% until July 2021. For this reason, once the matter was listed in the IRC the PSA pushed for the changes to enable the full 2.5% pay rise for 2015 to flow through to our members.

Your pay rise in 2015 – now 2.5%

The pay rise for 2015 is now 2.5% and the relevant allowances contained in the award will be adjusted accordingly. The 2.5% pay rise will be paid in the first full pay period after 1 July 2015.

Thanks to you, our PSA members & delegates, for your ongoing support

Your union, the PSA is able to achieve pay rises on behalf of you, the membership, because of your ongoing involvement in your rights at work. We therefore encourage members to take a moment to celebrate the upcoming pay rise and reflect on the hard work that was done last year in making the award.

Lastly, we would like to thank the members and delegates on the steering committee for their involvement and tireless work in getting the award finalised.

What can you do?

  • Give a copy of this Bulletin to your colleagues.
  • Print this Bulletin and put it up on your notice board.
  • Ask a colleague to join the PSA.
  • Get involved as your Area Contact.
  • Attend a meeting at your worksite.
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