This bulletin is to update our members on ongoing advocacy on behalf of Youth Justice staff and to introduce the PSA representatives who will be supporting members across the Youth Justice portfolio moving forward.
Introduction
The PSA’s Youth Justice industrial and legal representation will now be led by Kim Villanti, Industrial Officer, and Jim Minns, Solicitor, who have assumed responsibility for the portfolio from Gino Di Candilo and Latu Sailosi. Gino will still be around for the remainder of the year.
Kim and Jim are committed to continuing the strong advocacy undertaken on behalf of Youth Justice members and look forward to engaging directly with staff and delegates across the state on the issues that matter most.
We would also like to acknowledge and thank Gino and Latu for their significant contribution and commitment to Youth Justice members over many years.
The PSA remains committed to ensuring Youth Justice staff have a strong voice at the highest levels of government and departmental decision-making. Recent meetings with Jihad Dib, Minister for Youth Justice, and Kelly-Anne Stewart, Executive Director Youth Justice, have provided an important opportunity to raise the issues that members consistently identify as priorities across the state. These discussions form part of the PSA’s ongoing campaign to improve safety, staffing, operational practices and workplace support for Youth Justice employees
Meeting with Minister Dib and Youth Justice Executive
Recently, PSA representatives met with Minister Jihad Dib and Youth Justice Executive Director Kelly-Anne Stewart to discuss several critical operational and workplace issues that have been consistently raised by members.
The discussions were constructive and focused on improving staff safety, workforce stability and operational practices across Youth Justice.
The PSA highlighted the following key priorities:
Permanent Staffing and Workforce Stability
The PSA continues to advocate for a transition away from an overreliance on casual staffing arrangements and towards an increased number of permanent Full-Time Equivalent positions.
Members have repeatedly identified workforce instability, recruitment challenges and excessive reliance on temporary staffing as significant operational concerns. The PSA will continue pushing for permanent workforce solutions that provide greater certainty for staff and improve service delivery outcomes.
Assaults on Staff and Police referrals
The PSA raised concerns regarding the handling of assaults against Youth Justice staff.
We have advocated for Centre Management to assume sole responsibility for immediately referring all staff assaults to the relevant NSW Police Local Area Command. The PSA further requested that all referrals include the recording of the NSW Police Event Number to ensure accountability, transparency and the ability to monitor outcomes.
The PSA maintains that assaults on staff must be treated seriously and that appropriate external law enforcement processes should be consistently followed.
Section 28 transfers following serious assaults
The PSA advocated for the immediate consideration of transfers under Section 28 of the Children (Detention Centres) Act 1987 where a detainee aged 18 years or older commits an assault on staff.
Member safety remains a priority and the PSA will continue to pursue measures that strengthen protections for frontline employees.
Court transfer search procedures
The PSA raised concerns regarding current search practices associated with detainees attending court appearances.
We have proposed amendments to operational procedures that would replace routine physical pat-down searches with electronic metal detector screening where appropriate. The objective is to improve safety outcomes while ensuring effective security measures remain in place.
Payroll Issues
The PSA is also aware of the ongoing payroll issues affecting a large number of Youth Justice staff.
Members continue to report significant concerns relating to underpayments, overpayments, allowances, roster-related discrepancies and delays in resolving payroll queries.
Please be assured that the PSA is actively working on these issues behind the scenes and continues to engage with the Department regarding systemic payroll concerns. While this work is ongoing, resolving these issues remains a priority and we will provide further updates as discussions progress.
Moving Forward
The PSA remains committed to advocating strongly on behalf of Youth Justice members and ensuring your concerns are raised directly with senior departmental leadership and Government.
We encourage members to continue reporting workplace issues, safety concerns and payroll discrepancies to the PSA so that they can be raised and addressed collectively.
Further updates will be provided as discussions with Youth Justice continue.
The importance of union membership
The achievements and advocacy outlined above are only possible because members stand together through their union.
The PSA’s ability to meet directly with senior department executives, advocate before ministers, pursue industrial disputes, and challenge unsafe workplace practices is driven by the collective strength of its membership. Every new member strengthens our capacity to influence workplace policy, improve safety outcomes, and protect the conditions of Youth Justice staff.
At a time when members continue to face significant operational, safety and payroll challenges, a strong and united membership remains our most effective tool for securing positive workplace change.
Justice Legal Fund
Members are also reminded of the benefits available through the PSA’s Justice Legal Fund (JLF).
The legal fund, modelled on a similar scheme available to prison officers, provides a range of enhanced legal services for members commonly exposed to difficult and dangerous situations in the course of their employment including:
alleged criminal offenses arising out of or in the course of employment
making a claim under the Victims Right and Support Act 2013 which arises out of or in the course of employment
any Coronial Enquiry where the interests of the member and their employer diverge
any commission of enquiry or tribunal conducting an enquiry whose findings could have an adverse effect upon the member of the Legal Fund.
Membership of the PSA Justice Sector Legal Fund is available to PSA Members for as little as $2 a week.
If you know colleagues who are not yet PSA members, we encourage you to speak with them about the benefits of joining. A stronger membership means a stronger voice for all Youth Justice staff.
Your union, the Public Service Association of NSW (PSA), is providing an important campaign update to all Customer Service Representative Driver Testers (CSRDTs) across Service NSW regarding our collective industrial dispute.
PSA firmly rebuts department’s ‘no consultation required’ claim
Following strong dispute representations served by the PSA, Department of Customer Service (DCS) Industrial Relations has provided a formal response dated 24 September 2026.
In its letter, the department attempts to justify its failure to consult by advancing the deeply flawed claim that the new QA Check-In Framework merely represents a ‘delivery format change’ and therefore ‘falls below the threshold for mandatory union consultation.’
The PSA has forcefully rejected this argument
Unilaterally abolishing in-vehicle assessments, enforcing continuous five-day monitoring cycles, introducing desktop audits, and mandating in-car physical hand gestures directly alters your day-to-day duties, performance benchmarks, and workplace safety. Under Clause 3 of the DCS Consultative Framework Guidelines, Premier’s Memorandum M2025-07, and Clause 45 of the Service NSW (Salaries and Conditions) Employees Award 2024, management is legally and industrially required to consult genuinely with the PSA before implementing changes of this magnitude.
Frontline member feedback and psychosocial safety demands tabled
The detailed, deidentified feedback submitted by Driver Testers across regional and metropolitan centres has exposed the critical operational and safety flaws of the unconsulted regime. The PSA has placed executive management on formal notice regarding:
In-car safety hazards and applicant distraction: mandating rigid hand signals (such as drawing circles in the air for roundabouts) forces learner drivers to take their eyes off the road during critical manoeuvres, creating active collision risks.
Ergonomic strain & repetitive strain injury (RSI): repeating unnatural physical gestures 8–10 times per test across full daily rosters without an ergonomic risk assessment creates unacceptable physical strain and RSI risks.
Severe psychosocial hazards: Testers are subjected to high-stakes monitoring with as little as 24 hours’ notice and left in anxious limbo for up to two months (eight-plus weeks) waiting for scorecards. Excessive workload pressures (eight to nine tests per 7-hour shift combined with counter service and licence processing) leave zero protected time for training.
Unfair double-marking and contradictions: Examiners are being marked down on physical gestures rather than testing standards, while dealing with unexplained TOM hazard marking rules and contradictory documentation.
Loss of face-to-face collaborative learning: replacing collaborative regional “Enhancement Days” with passive screen-based modules has undermined professional alignment and damaged workplace morale.
Formal request for Psychosocial Risk Assessment under WHS Act 2011
Under Section 19 of the Work Health and Safety Act 2011 (NSW) and the SafeWork NSW Code of Practice: Managing Psychosocial Hazards at Work (which is admissible in legal proceedings under Section 275 of the WHS Act), Service NSW has a positive primary duty of care to eliminate or minimise risks to psychological and physical health. The PSA has formally demanded that the department produce all Psychosocial and Ergonomic Risk Assessments conducted prior to rolling out the QA framework.
Urgent consultative meeting scheduled
The PSA has written to DCS IR confirming our availability for a formal consultative meeting on either:
Wednesday, 30 September 2026 (9:30am – 11:00am), or
Thursday, 1 October 2026 (9:30am – 11:00am).
The PSA is currently finalising the availability of elected PSA Driver Tester Departmental Committee Delegates to form our negotiating delegation.
Job security and individual member protections
Alongside our collective campaign, the PSA is actively defending individual members subjected to unfair assessment conditions and verbal threats. Through direct union intervention, management has formally conceded in writing that substantive Driver Tester classifications and salary rates remain fully protected, and unlawful attempts to force role reassignments or geographical displacement have been halted.
What you should do
Prioritise road safety: your safety and the safety of the public in the vehicle always come first.
Continue submitting feedback: if you experience issues with QA check-ins, conflicting trainer directives, or hand signal pressures, email quoting Ref: C10022517.
Do not attend performance meetings alone: if management invites you to discuss assessment outcomes or capability reviews, contact the PSA Member Support Centre immediately for union advice and representation.
Encourage colleagues to join: strong collective membership gives us the power to protect your rights. Encourage non-members to join today.
Stronger Together in the Workplace.
In solidarity
Contacts
Your PSA Industrial Team and Departmental Committee delegate
PSA member update: Revenue NSW flex dispute – working towards a resolution
Attention all PSA members at Revenue NSW, Maitland and Lithgow Offices
We are writing to provide an update on the ongoing dispute regarding unilateral changes to flexible working hours at Revenue NSW (Case Reference: C10020412).
Following our submission of deidentified member feedback on 26 August 2026, we received a formal response from the Department of Customer Service (DCS) Industrial Relations team on 18 September 2026. The Department has requested further specific details and practical examples to help them fully understand and assess the direct impacts of the current arrangements on individual staff, particularly part-time employees and those with carer responsibilities.
A final opportunity to resolve concerns
The PSA views this request as a critical, final opportunity to present a robust, evidence-based case directly to the Department. We want to ensure that management has a complete and undeniable picture of how these rigid daily caps and forced break schedules affect your daily lives, family commitments, and work-life balance.
We are currently compiling further detailed, deidentified feedback from members.
If you have not yet shared your specific circumstances, or if you have experienced new impacts, please contact us immediately. We specifically want to document:
How the one-hour daily flex cap mathematically restricts part-time staff from accumulating flex leave.
Specific instances where the 9:30am forced lunch break (for 6:00am starters) has caused fatigue or disrupted personal/carer commitments.
Any situations where you have had to access personal or carers’ leave due to an inability to flexibly make up time.
Broader negotiations underway
Importantly, these discussions are occurring alongside concurrent negotiations between the PSA and DCS Industrial Relations regarding the review of the DCS Flexible Working Hours Agreement 2024, which is expiring shortly (19 December 2026). The Department has agreed to our proposal to establish a Joint Working Group in October 2026 to review the agreement. This broader review provides us with a powerful, concurrent forum to negotiate long-term improvements to your flexible working conditions and resolve these operational friction points permanently.
What you should do now
Provide your feedback: please email your specific, deidentified examples to the contacts below by Wednesday, 30 September 2026.
Stand firm: continue to record your actual hours worked in MyWorkZone and work closely with your local delegates.
How to contact the PSA
Quote reference number C10020412:
Ministry of Health: PSA Joint Consultative Committee meeting
The quarterly Joint Consultative Committee (JCC) meeting was held on 9 September 2026 for the Ministry of Health. JCCs are an important platform for discussions on matters affecting our members and PSA staff attend with your workplace delegates and management from the Ministry of Health.
Members are encouraged to share workplace issues and concerns with workplace delegates and PSA staff so they can be appropriately addressed at JCC meetings. The more PSA members engage with the process, the better the outcomes will be.
Under the new Work Health and Safety Regulation 2025 workplaces ‘must implement control measures to eliminate psychosocial hazards so far as is reasonably practicable’, and the PSA would expect the rollout of any psychosocial information to comply with SafeWork’s Code of Practice.
Management confirmed that a new page had been created on the Mintranet to support the new WHS requirements. Members are encouraged to read and engage with the new information. It should provide important agreed on actions about how to manage the workplace’s psychosocial hazards. These may include role overload, bullying, workplace conflict or poor departmental change consultation.
Members are invited to share any feedback about the new psychosocial information with workplace delegates or PSA staff.
Workers’ comp reforms
Members should also be aware of the new reforms to workers’ compensation, specifically around psychological claims, that commenced on 1 July 2026. Management has advised that there is information about the reforms on the new Mintranet page.
AI developments
Members have told the PSA that staff across the Ministry will have access to the use of AI from 30 September and that there was a recent webinar about the rollout. Members did have some concerns about the privacy of client information, which they didn’t feel the webinar adequately addressed. At the JCC, management confirmed the rollout of Microsoft 365 E7 and said there would be an accompanying policy and guidance on how to use the software. They explained the software is a closed system to safeguard sensitive information.
The PSA continues to monitor AI use across the public service to make sure management appropriately consults on any AI adoption. Members are reminded to raise any concerns about the rollout with workplace delegates or PSA staff so they can be addressed at the next JCC meeting.
The next JCC meeting with management is on 9 December. Members are encouraged to share any issues they have with workplace delegates, particularly around any of the points raised here. You can also reach out to your organiser or come along to the next members’ meeting. Unionised workplaces can negotiate and address workplace issues more effectively to make sure there are better outcomes for everyone. Your union supports you to help shape what happens in your workplace.
Health Professional Councils Authority Joint Consultancy Committee members update
The PSA met with Health Professional Councils Authority at the Joint Consultative Committee (JCC) meeting on 23 September 2026.
The meeting provided an opportunity to discuss concerns raised by members at the member meeting held on 12 August 2026.
Flexible Work Policy Compliance Procedure
The PSA sought an update on the Flexible Work Policy Compliance Procedure, noting that feedback previously provided by members had not yet received a response.
The PSA provided additional examples for management to consider and advised that it had prepared a four-page “Misalignment Document” identifying:
Significant differences between the existing policy and the proposed procedure.
Risks arising from the current draft.
Concerns regarding how the procedure could operate in practice.
Opportunities to develop a more balanced procedure.
The PSA emphasised that it:
Accepts that procedures are required.
Wants to work collaboratively with Health Professional Councils Authority to develop an effective procedure.
Is concerned about inconsistencies in how flexible work is being managed between directors/areas.
Believes a properly drafted procedure could help reduce those inconsistencies.
Management advised that it is currently consulting with the Ministry IR team and is working through the feedback received.
No firm timeframe was provided.
The PSA highlighted that staff have been waiting for some time and are asking for updates.
Working-from-home concerns
The PSA raised concerns that some members are experiencing disadvantage in accessing flexible/working-from-home arrangements.
Management responded that its position is that the overwhelming majority of Health Professional Councils Authority staff are able to work flexibly through a combination of office and home-based work.
Management also indicated that individual exceptions need to be considered on their circumstances and maintained that the examples raised did not represent the experience of the overwhelming majority of staff.
The PSA clarified that it was not seeking to discuss individual cases in detail but was using examples to demonstrate potential problems with how the policy/procedure is being implemented.
The PSA handed over the additional documentation/examples to Health Professional Councils Authority and forwarded the Misalignment document for consideration.
Management agreed to consider the material and provide updates when available.
The PSA emphasised the importance of maintaining timely communication with staff.
Consultation regarding movement of employees between teams
The PSA raised significant concerns regarding consultation when employees or positions are moved between teams.
Concerns raised included:
Employees being moved between teams without meaningful consultation.
Decisions allegedly being made before feedback is sought.
Management allegedly confirming decisions shortly after consultation.
Employees being called into meetings without knowing the purpose.
Team Leaders and Executive Officers allegedly not being meaningfully involved.
Employees being moved despite the original team continuing to require the position.
Concerns about the psychosocial impact of poorly managed staff movements.
Changes to roles occurring without adequate consultation.
Management strongly requested specific examples so the issues could be investigated.
Management advised that Health Professional Councils Authority needs sufficient detail to determine:
What occurred.
When consultation occurred.
Who was consulted.
How the decision was made.
How the decision was communicated.
Management also rejected the broad assertion that there had been widespread failures to consult.
Management emphasised that Health Professional Councils Authority has an operational need to:
Move staff between teams.
Respond to workload pressures
Allocate resources across teams.
The PSA confirmed that it does not dispute management’s ability to move staff where operationally required.
The concern is specifically about how the process is undertaken and whether consultation is meaningful.
Examples discussed
The PSA referred to two particular instances where staff had allegedly been significantly affected by moves between teams.
The PSA also provided an example of a group of employees who wanted to meet collectively with a director to explain why proposed movements might not be effective or efficient.
The concern was that:
The employees were not given an opportunity to make their collective case.
Individual discussions occurred after employees believed the decision had already been made.
Employees felt their operational knowledge and proposed alternatives had not genuinely been considered.
The PSA said that management may ultimately decide to proceed with a move, but staff should still have an opportunity to provide meaningful input before the decision is finalised.
The PSA will provide specific examples of the consultation concerns.
Management agreed to consider the examples and provide a response addressing the relevant consultation process.
Compass User Group
The PSA raised concerns about the current structure of the Compass User Group.
The PSA raised concerns that operational employees who directly use Compass were reportedly underrepresented.
Concerns included:
Participation being concentrated among higher-level employees, including EOs and Team Leaders.
Information discussed at the User Group not consistently filtering back to operational employees.
Previous Compass user groups having broader representation across classifications.
Operational staff being well placed to identify practical problems with the system.
Operational users wanting to contribute directly to solutions.
Management initially indicated that operational staff could raise issues with their Team Leader or EO, who could then take the matter to the User Group.
The PSA explained that some EOs themselves reportedly do not feel they know the system sufficiently to represent the operational issues.
The PSA said some EOs support having operational users involved because:
They perform the actual tasks.
They understand the practical problems.
They can identify solutions.
They have direct experience with Compass.
Management advised that the focus of the User Group has recently shifted more towards:
Sharing knowledge.
Sharing information.
Explaining how the system is used.
Supporting business processes.
Management agreed to take the issue on notice and consider whether there should be greater representation from operational staff.
The PSA also noted that managers participating in the group should raise concerns with the chair if they believe representation is inadequate.
Health Professional Councils Authority workload
The PSA raised concerns regarding workload, particularly in the context of:
Staffing reductions.
Increased workload associated with Compass.
Staff concerns about outstanding Compass issues.
The impact of system problems on day-to-day work.
The PSA undertook to obtain more specific examples and information from members.
Management said that several workload indicators have been trending downward, including:
Complaint numbers.
Cases.
Matters referred to councils.
Regulatory hearings.
Number of practitioners being monitored.
Management also referred to financial data indicating reduced expenditure by councils on regulatory activities.
Temporary roles/project roles
Management explained that temporary positions had previously been created to:
Provide additional capacity.
Support regulatory teams.
Assist with Compass implementation.
Management advised that the number of these roles had reduced from 12 to 6 in June/July.
The remaining roles are currently expected to continue until 2027.
Compass tickets
The PSA asked how many outstanding Compass tickets/issues currently require resolution.
Management indicated that it has access to the relevant data but did not provide a number during the meeting.
The PSA noted that members continue to report a high number of unresolved system issues.
There was recognition that Compass workload and regulatory workload are separate measures, although both can affect staff perceptions of workload.
The discussion identified a possible communication gap between management’s data and the experience being reported by staff.
The PSA suggested that if management can provide information about the downward workload trends, this could be communicated to staff, so they better understand the broader workload picture.
WHS Committee and psychosocial hazards
The PSA raised concerns about the effectiveness and visibility of the WHS Committee.
Members reportedly felt:
They were not receiving sufficient information about the committee’s work.
WHS issues were not being addressed in a sufficiently timely way.
The committee appeared to focus significantly on wellbeing matters rather than broader WHS issues.
There was insufficient visibility around psychosocial hazards.
The PSA placed particular emphasis on the requirement for workplaces to address psychosocial risks.
The PSA explained that it expected Health Professional Councils Authority to have a process involving:
Identifying psychosocial hazards.
Consulting staff about those hazards.
Assessing the risks.
Developing controls.
Establishing an action plan.
Monitoring whether the controls are effective.
Examples of psychosocial hazards and workplace issues could be identified through staff surveys/audits.
The PSA stressed that this should be evidence-based and aligned with SafeWork NSW requirements.
Health and Safety Representatives
The PSA raised the possibility of employees electing Health and Safety Representatives (HSRs) if the existing committee was not adequately addressing workplace health and safety issues.
The PSA explained that HSRs can have formal powers under WHS legislation.
Management explained that the existing WHS Committee consists of:
Nominated representatives from different business areas.
Representatives from areas such as People and Culture, Communications and corporate governance/risk.
A Director acting as Chair.
Administrative/secretariat support.
The Terms of Reference for the committee are currently being reviewed.
WHS committee training
Management advised that WHS Committee members had recently undertaken WHS Committee training.
The PSA welcomed this.
There was some discussion about the amount of notice given for the training. Management offered to investigate individual cases where members believed they had not received sufficient notice.
Ministry resources
Management advised that Health Professional Councils Authority has access to Ministry health and safety resources and tools.
The PSA noted that it had recently seen similar resources through Ministry JCC discussions and encouraged Health Professional Councils Authority to make staff aware of the available resources.
Temporary employees
The PSA raised concerns regarding the use of temporary employees for work that appears to be ongoing.
One example was provided of a member who had reportedly been employed temporarily for approximately 3.5 years.
Management explained that temporary employment can be used for various reasons, including:
Project roles.
Interim strategy roles.
Compass-related work.
Backfilling staff on parental leave or other leave.
Temporary internal assignments.
Staff secondments.
Management explained that a temporary role does not necessarily mean the underlying work is ongoing and suitable for conversion to an ongoing position.
Recruitment/talent pools
The PSA identified potential confusion from members around:
Talent pools.
Temporary employment.
Recruitment processes.
How long people can remain in temporary roles.
Whether employees can be considered for ongoing positions.
The PSA said the issue appeared to be a recurring source of confusion and suggested there may be inconsistent understanding between HR and hiring managers.
The PSA offered to assist in communicating accurate information to members once the process is clarified.
Management advised that Health Professional Councils Authority has undertaken significant work to improve recruitment information only four weeks ago including:
Recruitment information sessions.
Online information.
Information about talent pools.
Updated recruitment guidance.
A refreshed recruitment matrix explaining how roles can be filled under the relevant legislation.
The recruitment matrix had recently been presented at an all-staff meeting.
The PSA welcomed this and indicated that better information may address some of the recurring concerns.
Interim strategy / Grade 5/6 recruitment pool
A specific issue was raised regarding employees acting in higher-level roles for extended periods.
The concern was that some employees had reportedly been acting in roles for 2–4 years, while a relevant recruitment pool had expired.
The PSA’s concern was that:
Employees acting in higher-level positions could be disadvantaged if a permanent vacancy arose.
Employees may have been waiting for recruitment processes/pools to be established.
Some members had reportedly raised the issue months earlier.
Management explained that:
Current talent pools are monitored.
A new talent pool does not necessarily need to be created if an existing suitable pool is available.
Recruitment processes are undertaken according to organisational need.
A recent recruitment process had been undertaken for another classification where there was a current need.
Management continues to monitor recruitment requirements.
Monitoring team / proposed business process changes
The PSA raised an issue concerning proposed changes to work undertaken by the Health Professional Councils Authority monitoring team, particularly around notices and notification of conditions.
The PSA referred to information suggesting that monitoring officers may take over certain functions currently performed by case management teams.
The proposed process would involve monitoring officers:
Verifying conditions uploaded by council teams.
Sending notices to relevant bodies.
Notifying employers and practitioners following the imposition, amendment or removal of conditions.
The PSA raised concerns that:
Monitoring staff may already have significant workloads.
Staffing reductions and temporary role changes could increase pressure.
Staff may not have received sufficient training.
There may be uncertainty about the legal distinction between different notification obligations.
The process could involve significant manual work.
Compass may currently require multiple accounts or manual entry of employment information.
Staff reported that completing employment information and generating notices could take significant time.
Some information may need to be manually verified with hospitals/employers.
Management clarified that the proposed change has not yet been implemented.
The change is part of an effort to:
Harmonise business processes.
Improve consistency across teams.
Take advantage of Compass functionality.
Management advised that change management processes will be used to assess:
What is changing.
The impact on staff.
Whether training is required.
Whether procedures need to be developed.
How implementation should occur.
Management also identified Rebecca, the Principal responsible for the monitoring area, as leading the work.
Management explained that some Compass functionality has not yet been switched on.
This includes portals that will eventually allow practitioners and other users to enter information directly.
For example, once the practitioner portal is operational, practitioners will be able to enter their employment information themselves rather than Health Professional Councils Authority staff manually creating that information.
Management acknowledged that the current manual process is burdensome but described it as a temporary issue while additional Compass functionality is being implemented.
The PSA raised a broader concern that staff may not understand:
What Compass can currently do.
What it cannot yet do.
What enhancements are coming.
Why certain manual processes remain necessary.
When changes are expected.
The PSA suggested that clearer communication about future enhancements could reduce frustration and stress among staff.
Management agreed to take this on notice and review how Compass enhancements and upcoming changes are communicated.
Management also agreed to:
Examine the impact of the proposed monitoring changes.
Ensure workload impacts are properly assessed.
Consider whether staff will require additional support/training.
Incident reporting
The PSA discussed incident reporting and noted an apparent discrepancy between:
Issues members report directly to the PSA; and
Incidents formally reported through Health Professional Councils Authority’s incident reporting system.
Management advised that work had previously been undertaken to promote the incident reporting process and educate staff about how it works.
The discussion highlighted the importance of encouraging staff to formally report incidents so that issues can be identified and addressed.
Anti-bullying training
Jill O’Meara speaking in her capacity as a PSA member, raised a potential initiative involving PSA anti-bullying training.
She explained that the PSA provides training addressing:
What constitutes bullying.
What does not constitute bullying.
The distinction between bullying and reasonable management action.
How employees should understand and respond to bullying concerns.
Management appeared receptive to the suggestion and agreed it was something that could potentially be considered and we’re happy for it to be shared.
Department of Customer Service: Flexible Working Hours Agreement 2026 negotiations update and request for member feedback
Your union, the Public Service Association of NSW (PSA), is writing to provide an important update regarding negotiations with the Department of Customer Service (DCS) for an updated Flexible Working Hours Agreement (FWHA).
The story so far: a consultative win
Following our initial representations, DCS management has formally responded to the PSA. In a win for structured consultation, DCS has agreed to the PSA’s proposed negotiation framework, including the establishment of a temporary, purpose-specific Joint DCS-PSA Working Group with equal representation (three PSA representatives and three DCS management representatives) to review the agreement.
Furthermore, DCS has respected our representative role by granting the PSA an eight week consultation period to gather comprehensive member feedback, which will form the direct basis of our formal Log of Claims to be presented in mid-November 2026.
While management’s preliminary view is that the current 2024 agreement is working well and does not require changes, the PSA knows that many members are facing real challenges on the ground. Recent data from the 2025 People Matter Employee Survey (PMES) for DCS painted a troubling picture, showing a 4 percentage point drop in satisfaction with access to flexible working, alongside severe work overload and burnout.
Have your say: framing our Log of Claims
To challenge management’s “status quo” position and secure the conditions you deserve, we need a powerful, member-backed mandate. We are using the Model Conditions for a Flexible Working Hours Agreement and the safety nets of the Crown Employees (Public Service Conditions of Employment) Reviewed Award 2009 to frame the key areas where we need your feedback.
Please review the suggested topics below and let us know your experiences:
Bandwidth and core hours: Award Clause 21 and model conditions
The issue: the current DCS bandwidth is 6:00am to 10:00pm (Monday to Friday) with no core hours.
Your feedback: does this broad bandwidth lead to pressure to work late? Should we negotiate the introduction of defined “core hours” (for example, 9:30am to 3:30pm) to protect staff from creeping working hours, or does the current bandwidth suit your work-life balance?
Settlement periods and contract hours: Award Clause 21.1
The issue: the current agreement operates on a 12-week settlement period.
Your feedback: is 12 weeks the right timeframe for you to manage and balance your credit and debit hours, or would a shorter period (for example, four or eight weeks) prevent excessive hours accumulation?
Flex credit, debit, and forfeiture: Award Clause 21.2 and statement of intent
The issue: members can carry forward up to 42 credit hours, but excessive workloads often mean staff are forced to forfeit hours above this limit.
Your feedback: have you had to forfeit hard-earned credit hours because you were too busy to take flex leave? Should the carry-over limit be increased, or do we need stronger protections against forfeiture?
Access to flex leave and operational restrictions: Award Clause 21.16
The issue: frontline, customer-facing, and Service NSW/Revenue NSW staff frequently report that “operational requirements” are used unreasonably by local managers to block flex leave.
Your feedback: have you faced difficulties getting manager approval to take your flex leave? Is access to flex leave being applied equitably across your team?
Workplace presence mandates and office attendance
The issue: recent government-wide workplace presence mandates are squeezing members’ ability to utilize flexible working hours.
Your feedback: how have office attendance policies impacted your ability to accumulate or take flex hours?
How to submit your feedback
We want to hear about your experiences. Please send your feedback, comments, and specific operational issues directly to the PSA Member Support Centre.
To ensure your feedback is compiled correctly for our negotiations, please email your responses to and quote reference number C10021427 in the subject line.
Please submit your feedback by Friday, 6 November 2026.
Change proposal alert: Macquarie University Special Education Centre proposed transfer
Macquarie University management notified the CPSU NSW on 23 September 2026 of the Workplace Change Proposal and Implementation Plan regarding the proposed transfer of the Macquarie University Special Education Centre (MUSEC) from the Faculty of Arts to Macquarie University Services Limited (MQSL).
If you or any of your professional staff colleagues will be impacted by this change plan and would like to speak to us or about any concerns, please contact us. We are here for you.
We need your feedback!
To ensure your union can robustly represent your interests and address any concerns constructively with management, we are requesting all affected members review the workplace change proposal (found HERE) and provide feedback regarding any concerns, workload impacts, or operational risks you identify.
We also encourage you to provide feedback directly to the university on the proposal during the consultation period, which closes on 22 October 2026.
If you have any questions or concerns you are also welcome to contact the Member Support Centre at 1800 772 679; you can reach out to your local delegate; or you can contact your CPSU NSW Industrial Team.
Your Macquarie University workplace delegates:
Shelley Odewahn President
Megan Kemmis Secretary
Stephen Cochrane Workplace Health and Safety Officer and Indigenous Representative
Jeremy Cullis Delegate
CPSU NSW Industrial Team:
Lisa Nelson CPSU NSW Senior Industrial Officer
Jose Vasquez CPSU NSW Organiser
What can you do? Give a copy of this bulletin to your colleagues
Print this bulletin and put it up on your noticeboard
Ask a colleague to join the CPSU NSW
Your PSA Term 3 wrap up: meeting with the Secretary, visitor check in, chemical management, external providers and more
Term 3 has been another wild ride! Your delegates and union staff have been working hard for members on the issues that matter most to you. As the term draws to a close, the PSA wishes you all a well earned break over the next two weeks.
Throughout this last term the PSA has continued to represent members through the Joint Consultative Committee (JCC), advisory groups and direct engagement with the department on a range of issues affecting school support staff.
In this update
Delegates meet with Secretary Education
Pay rises and Awards
SASS Award negotiations
Specialised Allied Health and external providers
Thriving Kids and PSA submission
School Administration Reduction Program
School devices
Visitor Check-In and eCPC requirements
Aboriginal Education Officers Advisory Group
Other Updates: Special Ed, GAs, AEOs and Science
Education Secretary meets with delegates
At the Term 3 Schools Departmental Committee meeting, delegates met with Secretary Murat Dizdar, Chief People Officer Shaun Ruming, Executive Director Employee Relations Donna Wilcox and PSA Assistant General Secretary Troy Wright to discuss issues affecting SASS.
Delegates raised concerns about the outdated and inadequate staffing formula, the need for ongoing conversion of temporary employees to permanent positions, and increasing levels of violence in schools. The Secretary acknowledged these concerns and reaffirmed his commitment to continue working with the PSA and delegates to identify solutions, noting the budgetary pressures facing the department.
The PSA remains committed to securing meaningful outcomes for members on workload, permanency and school safety. While the department has identified budget pressures as a challenge, the union will continue to advocate strongly for practical solutions to these longstanding issues.
Pay rises and Awards
Members commenced Term 3 receiving the final salary increase under the 2024–2026 wages agreement, together with the Cost of Living Adjustment (COLA) payment negotiated by the PSA.
The PSA is also progressing a major work value case as part of the next round of public sector wage negotiations. The outcome of this case will also impact School Administrative and Support Staff (SASS). We are still in the very early stages of the case and will provide more information about its impact on SASS in the future.
SASS Award negotiations
The PSA has previously reported to members on discussions with the department around your conditions of employment and the development of a Log of Claims through consultation with Schools Departmental Committee delegates.
While there has been limited progress in formal discussions during 2026, the PSA remains committed to pursuing improvements to the SASS Award and conditions of employment and will continue to update members as discussions progress.
Specialised Allied Health and external providers
The increasing workload associated with external allied health providers remains a significant concern for school support staff.
Administrative staff continue to report substantial time being spent managing engagement agreements, service schedules, parental permissions and other associated documentation. Learning support staff have also reported operational impacts arising from the increasing presence of external providers within schools.
The PSA continues to raise these concerns with the department and has sought further discussions on practical measures to reduce workload and classroom disruption impacts on schools.
Thriving Kids
The PSA has made a submission to the NSW Parliamentary inquiry into foundational and disability supports and has met with departmental representatives regarding the implementation of the Thriving Kids program. The submission highlighted concerns regarding potential workload impacts on school support staff, the need for additional staffing and resources, and the importance of clear guidance and training before implementation. The PSA will continue to monitor the rollout of the program and advocate for appropriate support for schools and staff.
School Administration Reduction Program
The PSA recently received a briefing regarding the conclusion of the School Administration Reduction Program (SARP).
While the additional administrative support provided through the program has been welcomed by schools, the program does not substantially address the ongoing workload pressures experienced by school administrative staff. The PSA is also seeking greater clarity regarding transition arrangements for long-term temporary employees engaged through the program and any future plans for administrative support in schools.
School devices
The PSA has continued to raise concerns regarding access to departmental devices for school support staff.
While the department has advised that financial pressures have delayed broader rollouts, the PSA maintains that all school support staff should have access to appropriate technology to undertake their work safely and efficiently.
Visitor Check-In and eCPC requirements
The PSA is aware of ongoing concerns reported by members regarding the School Visitor Check-In system and associated eCPC requirements.
Members have identified issues relating to workload, compliance obligations, record-keeping requirements and inconsistent advice across workplaces, particularly regarding visitor induction records and requirements to undertake eCPC checks. The PSA has raised these concerns with the department and continues to seek clearer guidance and more practical processes for schools.
The PSA reminds members that the Principal (or their delegate) is responsible for ensuring that work allocated can be done in the time available, and the priority of the work to be done.
If SAS Staff are asked to undertake additional tasks for which they believe they do not have the time they should discuss these matters with the Principal. A Principal is able to provide additional resources funded through the school budget to manage increased work load. Such support could include the employment of additional temporary staff, on a short term basis, or requesting that permanent employees work overtime. Alternately, the SAS Staff and the Principal could decide that some tasks are not necessary.
Aboriginal Education Officers Advisory Group
The PSA is pleased to announce the establishment of the Aboriginal Education Officers Advisory Group.
Delegates have now been elected and the group has held its first meeting at PSA House. The Advisory Group will work with PSA staff to progress areas of importance to AEOs, including the Statement of Duties and discussions with the department regarding changes to AEO entitlement arrangements.
Chemical Management Improvement Plan
The Chemical Management Improvement Plan (CMIP) continues to progress through working groups involving key departmental stakeholders and PSA representatives.
PSA delegates from the SAO Science Laboratory and General Assistants Advisory Groups have continued to contribute to the review and redevelopment of the Chemical Safety in Schools (CSIS) resources.
The PSA recently provided a submission on the draft CSIS resource highlighting concerns regarding the duties undertaken by School Administrative Officers working in science laboratories, training and competency requirements, health monitoring obligations and historical exposure concerns.
Members working in science laboratories have recently received a separate update on this work. The PSA will continue to provide further information as the project progresses.
Department of Customer Service Corporate and Enabling functions overhaul: have your say on restructure concerns
On Tuesday, 15 September 2026, the Department of Customer Service (DCS) briefed staff regarding the proposed Corporate and Enabling Functions Change Program (CEFCP).
Summary of proposed structural realignments and scope
The draft Change Management Plan for the Corporate and Enabling Functions Change Program (CEFCP) proposes a profound reorganisation across six core divisions affecting 3,190 non-executive employees (Award-covered staff) and 54 Public Service Senior Executive (PSSE) roles:
People, Performance and Governance (PPG): realigned as People and Corporate Services (P&CS), centralising the Chief People Officer and Chief Financial Officer under the Deputy Secretary;
Digital NSW: transitioning to NSW Digital and Data, incorporating Portfolio Policy, Customer Data and Insights, and Brand Digital and Communications;
Government and Shared Services (GSS): realigned as Government and Shared Services and Technology (GSS&T), bringing together Government Technology Platforms (GTP), Spatial Services, and Process Automation;
Office of the Registrar General: realigned within Fair Trading and Regulatory Services (FT&RS);
Cabinet and Parliamentary Services: relocated to the Office of the Secretary / Chief of Staff.
PSA concerns: concealment at Peak and Recurring Joint Consultative Committees
The PSA holds grave concerns regarding management’s deliberate omission and concealment of this massive restructure across established consultative bodies. Despite executive planning for the CEFCP being well advanced, zero advance notice was provided at the Department of Customer Service Peak Joint Consultative Committee (Peak JCC) meeting on 4 August 2026 with Department of Customer Service Secretary Elizabeth Mildwater. Furthermore, at the Department of Customer Service Recurring JCC on 27 August 2026, Department of Customer Service Industrial Relations explicitly stated that there was “no Department of Customer Service General Update” while maintaining total silence regarding the impending 3,190-employee restructure. Bypassing and withholding critical information from agreed consultative architecture directly undermines the statutory and policy integrity of joint consultation under Premier’s Memorandum M2025-07, the Government Sector Employment Act 2013, and the Department of Customer Service Consultative Framework Guidelines.
PSA formally requests two-week extension of consultation period
Given the massive scale, breadth across six divisions, and late release of detailed documentation, the PSA has formally requested a two week extension of time to the consultation period. This extension will afford members and delegates the necessary time to review the detailed structures, assess workload implications, and compile comprehensive feedback.
Have your say: member feedback is essential
Consultation is open, and your feedback is vital to ensure our collective voice is heard. We urge all members to examine the proposed divisional structures and submit feedback on:
Proposed reporting line realignments and team structure impacts;
Day-to-day workload, resourcing, and capacity pressures;
Role clarity, grade responsibilities, and career progression;
Flexible work arrangements and psychosocial well-being.
If member feedback identifies significant concerns, workload pressures, or potential industrial issues, the PSA will actively raise and address those matters directly with Departmental of Customer Service management.
How to submit your feedback
Please send your feedback, questions, or observations to the PSA Member Support Centre:
Email:
Subject Line / Quote Reference: C10023293
Telephone: 1800 772 679 (1800 PSA NSW)
Contacts
Dean Allen Industrial Officer
Trina Leask Organiser
Stronger Together
If you work alongside colleagues who are not yet union members, encourage them to join today so their views are represented.
Office of the Children’s Guardian: PSA raises members’ concerns at Joint Consultative Committee
The PSA and your workplace delegates recently met with the Office of the Children’s Guardian (OCG) for the Joint Consultative Committee (JCC) on 22 September 2026 to raise issues affecting members across the agency.
The meeting covered workload, the functional review, flexible working arrangements, WHS, risk assessor meetings, MyWorkZone and several other matters raised by workplace delegates and members.
Functional Review: PSA to be involved.
The PSA raised the need for meaningful consultation and PSA involvement in the functional review from the outset.
OCG advised that a Program Manager has commenced the review, which is looking at more than reporting lines or organisational structures. The review will consider workflows, systems, IT, resourcing and how functions across OCG operate.
OCG advised that the purpose of the review is to consider how existing resources can be used more effectively.
The PSA will continue to seek involvement throughout the review and advocate for members to be properly consulted about any proposed changes that affect their work, roles, or conditions.
Workload in Working with Children Check
Workload concerns were raised, within Working with Children Check (WWCC).
Delegates raised concerns about the volume and competing nature of work, including intradas, IB responders, Operation Dynamo, short assessments, termination matters, duty work and longstanding legacy matters.
Delegates reported that continually changing priorities can make it difficult to clear existing work and manage workloads effectively.
The PSA will continue to pursue these workload, resourcing, and work design concerns with management as part of the functional review.
Risk assessor meetings
Workplace delegates raised the importance of the monthly risk assessor meetings and concerns about the meetings having been discontinued without consultation.
Delegates highlighted that the meetings provided an opportunity to discuss complex risk assessments, share information and approaches, and work through issues collectively.
Management will consider whether broader risk assessor meetings can be facilitated.
Flexible working and hybrid arrangements
The Hybrid Working Model and Flexible Working Hours Policy were implemented without the PSA being provided with an opportunity to further discuss or respond to feedback previously provided.
The PSA raised this issue at the JCC, including concerns about the consistency of how flexible working arrangements are being applied.
The PSA also raised concerns regarding regional and interstate members who are required to travel to the office. The PSA asked whether more flexible arrangements could be considered for these members, such as allowing them to work several consecutive days in the office each month rather than requiring multiple separate trips. This could help reduce the travel burden and associated costs for members who live significant distances from the workplace.
The OCG advised that these arrangements would need to be discussed with the member’s manager on a case-by-case basis.
Management advised that it is not currently considering allowing staff to work from other approved NSW Government or HPCA office locations as a general arrangement.
Confidentiality was identified as one of the considerations, given the nature of OCG’s work and the sensitive information members are required to access and deal with. There was also discussion about whether suitable private and confidential workspaces would be available at other government office locations.
Importantly, management did not indicate that regional or interstate members could never work from another location. Individual arrangements can still be considered on a case-by-case basis, including potentially consolidating office attendance days to make travel more practical.
The PSA will continue to monitor the implementation of the Hybrid Working Model and Flexible Working Hours Policy and raise concerns where members experience inconsistency or a lack of appropriate consideration.
WHS and psychosocial safety
The PSA raised WHS concerns following changes to the office environment.
OCG advised there have been seven reports relating to issues including lighting and noise. Additional lighting has been installed and action has been taken regarding noise concerns.
Three minor injuries have also been reported, along with two reports relating to psychosocial concerns and workload.
The PSA will continue to follow up outstanding psychosocial and workload reports and seek confirmation regarding the status of the WHS Committee.
Applicants with intellectual or cognitive disability
Your workplace delegates raised concerns regarding the accessibility of processes for applicants with significant intellectual or cognitive disability.
Members have identified issues with forms, templates and communications and the additional work required to ensure information is understood.
Delegates raised the importance of accessible processes, meaningful participation and appropriate support for applicants where required.
OCG advised that policy work is underway and that these issues will form part of its broader approach.
Reasonable adjustments
The Reasonable Adjustment Policy is currently under review by People and Culture.
The policy will be considered by directors before broader consultation.
No timeframe for completion or consultation was provided at the JCC.
The PSA also raised the availability of quiet and confidential spaces as part of the review, including whether designated quiet areas and appropriate signage could be provided.
MyWorkZone issues
The PSA raised several ongoing MyWorkZone issues affecting members, including:
delays with superannuation deposits.
problems with leave accrual and leave transfers.
withdrawn leave remaining visible in the system.
difficulties entering hours.
delays with flexible work requests; and
requests being rejected without sufficient explanation.
OCG also raised concerns about aspects of the implementation process, including not having direct representation in some implementation discussions and information sometimes being provided late or through third parties.
OCG acknowledged the concerns and indicated that implementation and data migration issues have contributed to problems experienced across agencies. OCG will raise the concerns with the relevant provider and through the appropriate implementation arrangements.
The PSA and your delegates will continue to follow up these issues and seek improvements for members.
Working with Children Check overtime
Members raised concerns about the distribution of overtime within Working with Children Check, including whether opportunities are being offered consistently and fairly.
Management has taken the matter on notice and will investigate.
Unreasonable Conduct Policy
OCG advised that its Unreasonable Conduct Policy and Procedure was published in September.
The PSA reminded the OCG regarding consultation obligations and has requested a copy for review.
The PSA also sought clarification regarding telephone warnings about abusive conduct, including which telephone lines the warnings apply to.
Approximately 48 people have enrolled in accidental counsellor training, which is expected to commence towards the end of October.
The PSA also raised the importance of ensuring members have appropriate support following abusive interactions, including incident reporting, management support and access to counselling/EAP. Management confirmed that these supports are available to staff.
Christmas closedown
OCG is seeking volunteers to provide skeleton staffing over the Christmas closedown period to maintain critical compliance, intake, and decision-making functions.
Management confirmed there is no intention to compulsorily direct staff to work over the Christmas closedown period.
The PSA supports the voluntary approach and has requested that communications clearly distinguish between volunteering to work and being directed to work.
Temporary investigation roles and changes
The PSA is continuing to seek consultation regarding proposed changes to these temporary investigation roles.
As part of the consultation process, Guardian Rachael Ward will discuss the matter with the PSA.
Other outstanding matters
Several other outstanding matters were also discussed at the JCC:
Domestic and Family Violence Policy: the matter remains with People and Culture.
Workload: workload remains an ongoing issue and is linked to the functional review and discussions with directors.
Telephone call recording retention: the current system retains recordings for approximately 12 months, while OCG requires recordings to be retained for seven years. Discussions are continuing through the IT/database steering committee, including consideration of storage costs and an appropriate solution.
ID cards: discussions with IT remain ongoing. The issue has been raised as a safety concern.
PDP system: OCG is considering an alternative system, subject to available resources.
Grievance Policy: further work is expected, with a possible process update by the end of September.
JusticeLink: OCG is reviewing current users to determine who still requires access and whether unused licences can be repurposed. Concerns regarding generic email addresses and security issues also require further investigation.
The PSA will continue to follow up collective issues raised by members through the JCC.
Members are encouraged to raise individual issues with their manager in the first instance.
Where issues are ongoing or cannot be resolved, members can contact their PSA delegate or the PSA.
Homes NSW Joint Consultative Committee meeting: have your say in our occupational violence survey
The third quarterly Homes NSW Joint Consultative Committee (JCC) meeting for 2026 was held on 27 August 2026. The meeting is the peak JCC where high-level member matters are discussed across each of the Homes NSW functional areas:
Aboriginal Housing Office
Housing Services
Housing Portfolio
Housing Policy & Strategy
Housing Programs & Partnerships
Disaster Welfare & Business Continuity
PSA industrial staff attend these meetings with the chair and secretary of the Homes NSW Departmental Committee and the Homes NSW leadership team.
Key matters discussed included:
Client Service Visits
A review has been done on Client Service Visits (CSVs) to learn more about field movements and safety of Housing Services’ staff. As a result of the review, there are plans to make enhancements to the system that staff use, to streamline processes and make them less administrative. Mandatory safety questions and photos will be required as part of the process with improved contacts to emergency services. Management asserted that it will be easier to lodge maintenance issues, and tracking will be more efficient with enhanced integration with other systems.
Management also claimed that training will be rolled out to support staff in embeding the new enhancements, which have been designed to make it less clunky and more accessible. Members are encouraged to reach out to workplace delegates and PSA organisers to confirm the effectiveness of the changes once they are rolled out.
Members often raise concerns about CSVs and safety, particularly around one- versus two-person visits. The PSA raised these concerns at the meeting and were told that there are no safety concerns for the majority of visits. For those sites that do need to be attended by two people, there are warnings in the system. Management also confirmed that staff are permitted to work together at times. For example, they can buddy up to visit complexes.
Occupational violence survey
The PSA would like to hear from members about their experiences working on the frontline in our occupational violence survey. That includes when out on CSVs or in any other areas of the business where you are potentially subjected to violence, either physical or verbal. Members often share experiences of on-the-job violence. Now is the opportunity to have your voice heard so the NSW Government can be made aware of this growing issue.
Work health and safety
Management re-confirmed the work being done with the department’s work health and safety team on telematics. There continues to be high incidents of speeding. Driver safety training has started to be rolled out across the agency for staff who must drive daily or long distances. Please speak with management in your area if you’re interested in the training.
Members are reminded to take care on the roads, particularly when driving long distances in regional areas. Reach out to your workplace delegates or PSA organisers if you consider operational pressures to be a factor in any at-risk driver behaviour so it can be addressed immediately.
Artificial intelligence developments
Management claimed everyone has a baseline connection to artificial intelligence (AI) through Microsoft Copilot as it is seen as a closed secure system. Staff are not permitted to use any external AI apps. Security training around the use of AI has been rolled out to staff with guidance on the types of information that can and can’t be used. Members are reminded not to use any data that is protected, secret or top secret.
The department has also started to roll out intelligent automation (IA). IA is different to AI in that it is designed to automate structured and repetitive tasks. While the focus of AI is to train machines to think and work like human beings, IA centres around the development of processes to optimise and streamline workflows with minimal human intervention.
IA is in use at the Housing Response Centre to help the workflow process for applications. When clients submit an application online, IA uploads it to the system. It is also used to help manage shift changes.
There were further discussions around its use for database audits and its potential to help identify the types of maintenance tasks required so the correct tradespeople can be sent out to jobs.
Management is also looking into the best way to use AI to support staff to locate information on the intranet.
The PSA continues to monitor AI and IA use across the public service and members are reminded to let us know of any developments. Your union wants to make sure that management appropriately consults on any AI or IA adoption.
Workers’ compensation
Reforms to workers’ compensation, specifically around psychological claims, commenced on 1 July 2026. Management has advised that there is information about the reforms on the DCJ intranet. The PSA encourages members to review the changes.
Filming of staff in Housing Services offices and out in the field
Members have reported increased incidents where staff have been filmed and the video uploaded to social media. Signs are now up in offices to let visitors know that it is unlawful to record conversations, and take photos or videos, without consent. For members out in the field, the advice is to remind anyone who is recording that they do not have your permission to do so. Any incidents should be reported through Safety Suite and shared with the PSA. The department is seeking further advice on the matter.
The next Homes NSW JCC meeting is scheduled for November. Members are encouraged to attend members’ meetings at the local level to discuss the workplace matters directly affecting them.
Contacts
Member Support Centre
Bernadette McMahon Homes NSW Departmental Committee Chair
Premiers Department: restructure of Procurement team
NSW Premiers Department and PSA members within Premiers Corporate Services Procurement team commenced consultation on 17 September 2026 in relation to a restructure proposal.
PSA Industrial staff and Corporate Services staff attended an all staff briefing on 18 September. A consultation slide pack SEE HERE was presented as to this proposal. Premiers have also provided a Frequently asked questions pack SEE HERE to provide information to impacted staff regarding this draft proposal.
Feedback
The feedback period for affected staff closes 5:00pm 1 October 2026. The PSA encourages members to have your say regarding this proposal by forwarding your concerns to please quote Case ID C10023255. The PSA will co-ordinate a member submission by close of business 30 September 2026.
