The PSA met with NSW Trustee and Guardian management at PSA House to discuss workload and resourcing concerns raised by members and delegates within Estate Management.
Management representatives
The management representatives who attended were:
- Sai Ravi – Director, Estate Management
- Michelle Jones – Director, People & Culture
- Helen Sourlas – Senior Manager, Employee Relations, and Safety
- David Newman – Senior Manager, Estate Management
- Nicole Murray – Senior Manager, Estate Management
Your DC Delegates, together with the PSA Industrial Manager, Industrial Officer, and Organiser, represented members’ views and concerns throughout the meeting.
This was the first of a series of meetings to address these issues. A further meeting has been scheduled in six weeks to provide an update on progress and actions arising from discussions.
Workload and Resourcing
People & Culture emphasised the importance of supporting staff and improving employee wellbeing.
The PSA raised concerns that many staff are reaching breaking point due to ongoing workload pressures. Communication between management and staff was also identified as an issue, and management committed to improving communication.
Policies and Procedures
Delegates raised concerns regarding access to policies and operational guidance.
- Policy links on the intranet are not working consistently. Director Sai Ravi advised that policies are being transferred to a knowledge Hub, which is currently a work in progress.
- Delegates requested better governance and oversight of operational practices.
- A clearer escalation pathway is needed where staff are unable to locate required information.
- Delegates noted that staff need confidence that concerns raised will be appropriately considered and actioned.
Action: Director Sai Ravi to issue communications to managers regarding the relocation of policies and procedures to the Knowledge Hub.
Action: Where staff cannot locate information, they should email Amy Blaker and copy Nicole Murray.
Action: Senior Managers to continue improving communication with staff.
Workload and Resourcing
Delegates again highlighted the ongoing workload pressures affecting members.
- Staff continue to experience significant workload pressures; with many staff reporting they are at or beyond capacity.
- Delegates raised concerns that current staffing levels are not keeping pace with workload demands.
- Existing vacancies continue to impact service delivery.
- The PSA raised concerns regarding vacant codes and the ongoing backlog. Management advised that responsibility for managing vacant codes sits with individual managers. Management also noted that the number of vacant codes does not necessarily align with the number of current job vacancies.
- The PSA asked how the complexity of caseloads is determined. David Newman advised that there is a criterion within policy that assesses the complexity of matters before allocation. Where matters become too complex, members should discuss this with their manager. Management also noted that some staff may wish to take on more complex matters as part of their professional development, which can be discussed during one-on-one meetings to support skill development.
- Management advised that a segmentation project is underway across the board to assess the complexity of matters. They noted that complexity can change throughout the lifecycle of a client matter and is reviewed accordingly. David Newman advised that complexity is assessed before matters are allocated and applies across the board. A system allocation document is available to support the allocation of matters for Grades 3/4 and Grades 5/6 staff.
- Delegates discussed the monthly Connect meetings and advised that the current timing does not suit all staff.
Action: Monthly EM Connect sessions to be reviewed, including consideration of holding sessions earlier in the day.
Action: Staff to be reminded that meeting recordings and transcripts are available through Teams which Management advised was easily accessible.
Action: Management to redistribute and remind staff of the existing complexity framework documentation.
Action: All staff experiencing workload issues to raise these in writing with your immediate manager in the first instance for a response.
AI Co-Pilot
Director Sai Ravi advised that AI Co-Pilot is expected to be introduced by September 2026 to simplify processes and improve efficiency. Management advised that the tool may assist with tasks such as preparing file notes from telephone calls and creating summaries as a time-saving measure.
The PSA raised several concerns regarding AI Co-Pilot, including:
- The lack of consultation regarding the introduction of the AI Co-Pilot policy and requested that a copy be provided to the PSA.
- Concerns about whether AI may replace some roles in the future.
- Concerns about whether AI-generated information could be used as a basis for disciplinary action if issues arise.
Delegates also raised concerns that the initial AI training provided to staff was inadequate. People & Culture advised they would follow this up.
Action: Management to provide information regarding AI tools and relevant policies/guidelines following a request from PSA.
Recruitment
Recruitment and vacancies remain a significant concern to the PSA.
- Ongoing vacancies continue across multiple areas.
- Management advised that there has been a heavy reliance on agency staff to assist with existing backlogs, as they could be brought in more quickly than permanent recruitment processes.
- The PSA questioned the continued use of agency staff rather than filling ongoing positions.
- Delegates and the PSA raised concerns that agency staff require significant training before becoming fully productive.
- The PSA advised that where agency staff are retained for longer periods, those positions should be filled permanently.
- Delegates questioned whether permanent recruitment processes are occurring quickly enough to address workforce shortages.
- An update was provided on the creation of three new roles within the Employee Relations and Safety team. Management advised that a roadshow is planned to focus on difficult conversation and performance management capability.
Action: The matter will be explored further between management representatives and Director Sai Ravi to discuss potential extension arrangements where appropriate
Customer Service
Members raised concerns regarding the impact of workload pressures on customer service, including:
- Delays in responding to customers.
- Increasing customer complaints.
- Growing backlogs.
- The need for additional resources to maintain acceptable service levels.
Management advised:
- Average call queue wait times were approximately 29 minutes. When queried, while the shortest queue time (PCM! – 17 minutes) was provided, the longest queue time was not provided to delegates. After discussions, a commitment from ELT/SLT was made to provide staff with regular reports, either fortnightly or monthly, to monitor improvements in call wait times.
- The Customer Liaison Team is currently answering calls and will commence processing urgent payments. Delegates advised that some staff are already performing this work; however, some staff have not received the necessary training, which is creating additional workload pressures.
- Delegates raised an issue on behalf of members regarding the benefits of merging the call queues. Director Sai Ravi confirmed that the merged queue arrangement has now ceased and was only a temporary measure.
Action: Management to share phone queue and backlog performance data with staff. They advised they would do this either fortnightly or monthly.
Overtime Arrangements
- Discussion occurred regarding overtime practices and inconsistencies across teams. It was confirmed that previous overtime undertakings are no longer relevant and that a consistent overtime proposal had been offered across teams, with variations arising from individual team preferences regarding office attendance.
Action: Overtime protocols to be distributed to staff
Action: People and Culture will discuss the overtime allocation arrangements for Estate Planning & Administration staff to be discussed with Marie Brownell. PSA has requested a separate workload meeting for EAP division too.
Key Issues Raised
Throughout the meeting, the PSA and Delegates continued to highlight the need for:
- Improved communication between management and staff.
- Greater consultation before operational changes are implemented.
- Increased transparency regarding workforce planning and resourcing.
- Practical, long-term solutions rather than reliance on temporary measures.
- Stronger support for employees experiencing workload pressures.
- Continued collaboration between management and the PSA to resolve ongoing workplace issues.
Action: A further meeting has been scheduled in six weeks, where management will provide an update on progress against the issues and actions discussed.