Following feedback from members about ongoing workload issues within Estate Planning and Administration (EPA), your PSA delegates raised these concerns with your union. PSA then approached the People and Culture team to discuss the concerns raised by members and arranged a meeting, which was held on Wednesday, 2 September 2026.
The meeting was attended by PSA, PSA delegates, the People and Culture Team, and senior management, including the Director of Estate Planning and Administration. The meeting provided an opportunity for your delegates to raise concerns regarding workload, staffing, workload complexity, training requirements, inefficient processes, delays in support areas and the impact these issues are having on staff and service delivery.
Workload and staffing
Management provided an overview of current workload and staffing within EPA.
Management advised that new estate matters have declined over the past two years and that five additional staff have been allocated to Estate Administration.
Management reported that average caseloads have reduced from approximately 52 matters per CSO/SCSO in 2024 to approximately 39 matters.
Your PSA delegates raised concerns that these figures do not provide a complete picture of the workload being undertaken by staff. Delegates highlighted the increasing complexity of estates, including matters involving shares, cryptocurrency, and multiple beneficiaries.
The delegates emphasised that workload should not be assessed solely by the number of matters allocated to an employee. The time, complexity and additional work required to progress individual matters must also be considered.
Your PSA Industrial Officer reiterated that while workloads may have reduced, there is still a need to review and streamline processes to reduce duplication and improve efficiency.
Delegates noted that experienced staff have not yet had any meaningful workload relief as they continue to provide support and training to new employees.
Management acknowledged that new staff require significant support while undertaking the six-month training program and advised that it will take time for new staff to become proficient.
EPA has approximately 170 staff and around four vacancies at any given time. Management advised that temporary roles largely arise from leave arrangements and internal development opportunities.
Trust workload
Management advised that trust matters have reduced from more than 9,000 in 2023 to approximately 7,000, with a further reduction expected through the Trust Project.
Your PSA delegates raised the importance of considering the complexity and work associated with trust matters when assessing workload, rather than relying solely on the number of matters held.
Management also reported that accounts processing times are currently at their lowest level since records began in 2020.
Processes, templates and duplication
Your PSA delegates raised significant concerns regarding inefficient processes and duplication of work.
Examples raised included:
- Repetitive data entry when preparing letters for several beneficiaries.
- Generating and sending multiple separate documents where these could potentially be merged.
- Related trust matters being allocated across different teams or locations.
- Gaps or unclear instructions within procedures.
- Staff performing duplicate work.
- Staff suggestions being raised without clear feedback or resolution.
Management acknowledged the procedural “pain points” and agreed that processes, correspondence, and templates require streamlining.
Some work is currently delayed while templates are migrated to the new system under Project Arthur. Management advised that interim Word templates may be possible where appropriate.
A new procedure is also being developed for Community Justice trust matters involving funds held for inmates. This is expected to be published following approval, likely within approximately one month.
Training and support
A six-month structured onboarding program has been introduced for new staff. The program begins with simpler work before progressing to more complex matters.
Management advised that a dedicated training resource and two additional solicitors are available to assist with technical issues, correspondence, and affidavits.
Management will continue technical training, guest presentations and formal development programs. Staff are encouraged to identify training needs through their performance and development plans.
Your PSA delegates acknowledged the importance of appropriate training while raising the impact that training and supporting new employees has on the workload of experienced staff.
Your PSA Industrial Officer also noted that training issues have been raised by members across NSW Trustee and Guardian, highlighting the need for consistent and adequate training and support across the organisation.
Complaints and customer service
Management advised that complaints peaked in 2023 and have declined since that time.
Communication and timeliness account for approximately 75 per cent of complaints.
Management linked the reduction in complaints to lower backlogs and improved processing times, while acknowledging that further improvement is required.
Planned system enhancements are expected to assist staff in tracking beneficiary communications and updates.
Support teams and escalation
Management reported ongoing work with genealogy, property, legal and tax teams to reduce backlogs and improve response times.
Staff were encouraged to escalate matters where delays in support areas are preventing progress or adversely affecting clients.
The tax backlog remains significant, although management advised that strategies are being developed to address it.
Your PSA delegates highlighted that delays in support areas can create additional work for EPA staff and contribute to workload pressures, particularly where matters return to EPA requiring further action.
Staff feedback and consultation
Your PSA delegates raised concerns that current feedback pathways are unclear, and that staff often receive no response after raising concerns or suggestions.
Management initially proposed that suggestions be documented as ongoing action items during weekly one-on-one meetings.
Your delegates recommended an additional, clear, and trackable email pathway through team leaders. This would provide staff with an alternative avenue to raise concerns and suggestions, particularly where they may not feel comfortable raising an issue during a one-on-one meeting or where an issue arises outside of that meeting.
Management agreed to consider a combination of feedback channels and report back within three weeks.
Client aggression and respectful behaviour
Your PSA delegates strongly supported introducing a recorded telephone message advising callers to treat staff respectfully and warning that abusive calls may be terminated.
Delegates noted that concerns regarding client aggression have been raised repeatedly over several years.
Management confirmed that:
- Staff may end calls under the existing escalation protocol.
- Similar messaging is being introduced through the Digital Contact Centre.
- Website messaging and office signage will also be considered.
- The proposed telephone recording will be raised with the relevant team.
The PSA requested a copy of the client escalation protocol for review.
Action items
The following actions were identified at the meeting:
- Analyse the workload associated with matters held under tax, genealogy and other codes, including time spent when matters return to EPA.
- Examine the complexity of both estate and trust matters, rather than relying solely on raw caseload numbers.
- Review related trust matters being allocated across different teams or locations.
- Consider consolidating multiple letters and forms into a single document and enabling bulk generation for multiple beneficiaries.
- Your delegate, Terry Hancock, to compile a list of Trust Team process and template improvement suggestions.
- Review procedures, correspondence, and duplicated work, with staff involved in developing improvements.
- Establish a clear and trackable pathway for staff suggestions.
- Explore recorded telephone messaging about respectful conduct and possible termination of abusive calls.
- Consider additional respectful-behaviour messaging on the website and in offices.
- Provide the PSA with the client escalation protocol for review.
- Circulate the confirmed action list, preferably the following week.
- Schedule a follow-up meeting in approximately six weeks to review progress.
What happens next?
A follow-up meeting in approximately six weeks will provide an opportunity to review progress and determine whether further action is required.
The PSA will continue to advocate for sustainable workloads, appropriate staffing and resourcing, meaningful consultation, effective processes, and a safe and respectful workplace for all EPA staff.
If you are continuing to experience workload issues or have concerns about the matters discussed above, please continue to raise these with your PSA delegates so they can be considered as part of the ongoing consultation with management.
Contacts
Your PSA Delegates
Your PSA Industrial Staff