Homes NSW PSA members who work at the Ashfield office are invited to join PSA organiser Rachel Eldred and workplace delegate Felix Edian for coffee and an early lunchtime members’ meeting next Wednesday 16 September 2026.
Get together with other PSA members and your PSA representatives to talk about what you’ve been up to in the workplace. It’s an opportunity to share any concerns or issues you may have, and to get an update from the PSA after the district Joint Consultative Committee meeting with management on Monday 14 September 2026.
Bring any work-related questions that are on your mind, pick up the latest merchandise and learn more about your member benefits.
Non-members are welcome and can join up on the day, so bring a colleague and your questions and come along next Wednesday.
Coffee, tea or a cold beverage is free for members and anyone who joins up on the day
Date:
Wednesday 16 September 2026
Time:
10:00am-12:00pm
Location:
Roast & Bloom Bistro, 223 Liverpool Road Ashfield, until 11am followed by a members’ meeting in room ASH-223LIV-L1.N.2
General Assistant Advisory Group and PSA update: delegates meet with Education Secretary Murat Dizdar
The PSA and your General Assistant Advisory Group (GAAG) continue to advocate strongly for General and Farm Assistant members on key issues including staffing, workload and pay.
In this update:
General Assistant (GA) Allocation Methodology win!
GA Advisory Group meeting with Secretary of Education
Fighting for better pay and recognition for GAs
Recruitment and vacancies
Conference feedback
Report work outside your role – we need your feedback
General Assistant Allocation Methodology
Following the increase to General Assistant entitlements, the PSA visited schools receiving additional GA hours and identified that many members were unaware their school had received an increase.
Your union raised these concerns directly with the Deputy Premier and Minister for Education, highlighting reports that some schools were not implementing the changes as intended. While welcoming the increase, the PSA made it clear that the changes did not go far enough to address workload pressures and staffing shortages. We also raised concerns that increases below 0.2 Full Time Equivalent (FTE) could still be redirected to other staffing resources rather than benefiting General Assistants.
Following ongoing pressure and advocacy from the PSA on behalf of General Assistants across NSW, the Department has acknowledged the concerns raised by members and committed to reviewing the General Assistant entitlement and allocation model. This commitment was confirmed during a recent meeting between the PSA, the Executive Director Employee Relations and other senior Department representatives.
The Department has also agreed to provide the findings of the review to the PSA, creating an opportunity for the union to hold the Department accountable and ensure the model is meeting its intended objectives for schools and staff.
General Assistant Advisory Group meets with Department Leadership
At the Term 3 GAAG meeting, delegates met with Secretary Murat Dizdar, Chief People Officer Shaun Ruming, Executive Director Employee Relations Donna Wilcox and PSA General Secretary Stewart Little to discuss issues affecting General and Farm Assistants.
Delegates provided direct feedback from members on workload, staffing, pay, recruitment and other workplace concerns.
During discussions, the Secretary acknowledged the PSA’s concerns that allocation changes had not delivered the positive outcomes originally intended. Importantly, he agreed that any increase in General Assistant allocations should directly support General Assistants and not be diverted elsewhere.
The Department also agreed to remind principals that increases in General Assistant allocations must be provided to General Assistants.
PSA and GAAG continue to push for better pay and recognition
Delegates reaffirmed that members are seeking outcomes that properly recognise their work and provide relief from cost-of-living.
The Secretary confirmed that General Assistants received the salary increase effective 1 July 2026, including the Cost-of-Living Adjustment payment. Stewart Little also updated delegates on the ongoing Work Value Case and the PSA’s efforts to secure further recognition of General Assistant duties.
Recruitment and vacancies
Delegates raised concerns about difficulties schools are experiencing in filling vacant General Assistant positions. Feedback from workplaces indicates that low pay is a significant factor affecting recruitment and retention.
The department acknowledged these challenges, with discussions highlighting the need for improved remuneration to attract and retain skilled staff within schools.
Conferences confirm member concerns
The recent General and Farm Assistant conferences were reported as highly successful, providing valuable opportunities for members to engage directly with PSA staff and delegates. Feedback from these events again confirmed that workload, classification, staffing levels and pay remain the major concerns across the membership.
Report work outside your role: we need your feedback
The GAAG and PSA encourage all General and Farm Assistants to report instances where they are directed to undertake duties outside their role description. This information helps identify common issues, strengthen advocacy and raise concerns directly with the Department.
Members should contact the PSA Member Support Centre and quote Collective Case No. C10019456 to report these incidents.
We also encourage members to report allocation issues, workload concerns, staffing shortages and safety matters so the PSA can continue building the evidence needed to secure better outcomes.
Together, we will continue fighting for fair pay, adequate staffing, safer workplaces and proper recognition of the vital work performed by General and Farm Assistants in NSW schools.
Come and celebrate National TAFE Day with the CPSU NSW!
Your union, the CPSU NSW and NSW Teachers Federation will be at Ultimo TAFE on Wednesday 9 September 2026 for National TAFE Day along with NSW Minister for Skills, TAFE and Tertiary Education Steve Whan.
National TAFE Day recognises the staff who keep TAFE running. It is a chance to highlight the essential contribution of professional and support staff across TAFE NSW.
CPSU NSW organisers and delegates will be on campus to meet with staff.
We will be hosting a table in the cafeteria with our Teachers Federation counterparts to celebrate National TAFE Day. Come and have a chat, bring your colleagues to find out more about the union – and grab a free coffee on us!
Come and see us
Nation TAFE Day details
Date:
Wednesday 9 September 2026
Time:
12:00pm – 2:00pm
Location:
Ultimo TAFE, 651–731 Harris Street, Ultimo. Building H Main Cafeteria
NSW Trustee and Guardian: Estate Planning and Administration workload meeting
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.
NSW Trustee and Guardian: estate management workload meeting follow-up
The PSA and your workplace delegates met with Senior Managers and the People and Culture Team on 25 August 2026 to follow up on the action items from the previous workload meeting held at the PSA House on 9 July 2026. The concerns addressed were specific to the Estate Management division.
The meeting provided an opportunity to review progress, raise ongoing concerns from members and discuss a range of issues including workload, staffing, training, customer allocation, communication, systems, and staff wellbeing.
Key outcomes and updates
Workload and case allocation
Management confirmed that customer numbers alone will not be used to determine workload.
Workload assessments are expected to consider:
Customer complexity.
The level of contact required.
Outstanding tasks.
Delays and external dependencies.
Whether matters are low, medium, or high complexity.
Workloads will continue to be reviewed monthly. Members are encouraged to raise workload concerns with their manager where they believe their workload is unreasonable or cannot be effectively managed.
Proposed Local Health District model.
During the workload meeting, management spoke generally about plans to potentially organise Estate Management teams around Local Health Districts (LHDs). The discussion was about the broad concept and what the model could potentially look like, including:
Creating smaller teams with stronger supervision.
Allocating customers geographically.
Improving relationships with local service providers.
Better aligning Estate Management and Public Guardian teams.
Improving workload allocation and customer service.
Following concerns raised by members about the consultation process, your PSA Industrial Officer contacted the People and Culture team on 2 September 2026 to seek clarification about the model.
The People and Culture Team advised that nothing has been developed at this stage and confirmed that once a proposal has been developed, the PSA will be consulted.
There is currently no confirmed implementation date or developed model.
Existing customer relationships
Your PSA delegates raised the importance of maintaining continuity for customers and families.
Management confirmed that complex matters will not automatically be transferred simply because of the proposed geographical model.
Where a Client Service Officer has developed an important relationship with a customer or family, they may remain the primary contact. Local staff may assist with visits where appropriate, while the existing Client Service Officer continues to manage the matter.
Customer needs and continuity will be considered on a case-by-case basis.
Training and professional development
A renewed training program is being developed through Organisational Development and Learning.
A formal classroom-based training program is expected to commence in September, initially focusing on employees who commenced within the past two years.
Training is expected to include:
Formal classroom instruction.
Mentoring.
Shadowing.
Workplace support.
The program will be reviewed every three to six months.
Management also acknowledged that experienced staff continue to provide valuable day-to-day assistance to newer employees.
Staffing and recruitment
Management reported that approximately 97 per cent of Estate Management vacancies have been filled.
Temporary and contingent staff will remain in place while permanent recruitment is completed.
Management advised that vacancies are generally advertised internally before external recruitment.
The importance of providing feedback and interview assistance to unsuccessful applicants was also discussed.
Recruitment for the full-time Administrative Support Officer position was progressing at the time of the meeting.
Backlogs and property matters
Ring-fenced project teams are continuing to work on backlogs so that business-as-usual teams are not overwhelmed.
Property matters arising from the Ombudsman’s inquiry continue to be closely monitored.
Management is also reviewing processes that are inefficient or duplicated, with backlog reports being reviewed weekly, fortnightly, and monthly.
Phone system and waiting times
A new Estate Management phone system is planned for the end of October, subject to training and operational readiness.
Proposed features include:
Customer callbacks.
Online appointments.
Improved queue monitoring.
Management reported that waiting times have reduced significantly, although occasional spikes continue to occur.
The average reported waiting time for July was 26 minutes.
Customer emails and contact
The Practice and Strategy team is reviewing customer emails to identify recurring issues, knowledge gaps and training needs.
Additional assistance is being provided to teams experiencing excessive email volumes so staff can focus on overdue budgets.
Management expects improvements in email, budget, and backlog management to also reduce the volume of incoming phone calls.
Budgets and aged-care customers
Management is considering simplified or longer-term budgeting arrangements for low-contact customers, including some customers living in aged-care facilities and group homes.
A dedicated aged-care team is being established.
Financial Planning is also expected to become involved earlier in customer onboarding to reduce duplication and improve the process for both staff and customers.
Banking and customer onboarding
The current bank-account direction procedure has been redistributed following confusion caused by an outdated procedure.
NSWTG is also exploring Open Banking as a way of automating parts of the process.
Customer onboarding is being reviewed across Estate Management, Customer Foundation, Financial Planning and Public Guardian, with the aim of reducing duplication.
Invoice processing
Estate Management is meeting monthly with the accounts payment team.
An internal service standard for invoice processing is being developed.
Importantly, tasks should not be rejected without an explanation.
Policies, procedures, and communication
The PSA raised concerns that changes to procedures are not always communicated to Client Service Officers, which can result in tasks being rejected or closed without staff understanding why.
Management encouraged staff to provide specific examples so issues can be addressed with the relevant teams, with work also underway to streamline processes.
Previous concerns about broken policy and procedure links have been addressed, with material being moved to the Knowledge Hub. Upcoming training will also include guidance on locating current policies and procedures.
Members can raise unclear, outdated, or missing information with their team leader, manager or through Connect meetings.
AI Policy
An AI Policy was introduced with an effective date of 24 April 2025. The PSA raised concerns that the policy was introduced without consultation with the PSA.
Key concerns included:
Excessive responsibility being placed on individual employees to understand legal and regulatory requirements.
Risks associated with using AI for assessments, reports, client summaries and referrals, including inaccurate or incomplete information.
Lack of clarity around protections for employees from disciplinary action where inaccurate AI generated information is relied upon.
The potential for AI to increase workloads through the need to check and correct AI-generated content.
The need for comprehensive, ongoing, and role-specific training on the appropriate use of AI.
The PSA and your DC Delegate, Glen Kirk met with the People and Culture Team on 6 August 2026 to raise these concerns
People and Culture subsequently advised that the policy owners draft a replacement policy incorporating the PSA’s feedback. The new policy will be based on the DCJ policy and will be subject to consultation with the PSA and staff before being finalised.
The PSA commends the People and Culture team for the prompt and constructive way they responded to these concerns and progressed the matter.
People and Culture update
Tania Bosheh was introduced as the new Business Partner for Estate Management.
Other People and Culture updates include:
Penny Oxford has been engaged for three months to undertake Organisational Development and Learning work.
A third Business Partner is being recruited due to two employees taking extended leave.
Organisational Development, Learning and Talent roles are being recruited or reviewed.
People and Culture is reviewing its structure, policies, and internal processes.
Regional office visits are planned.
Management communication
The PSA raised concerns about blanket emails or Teams messages setting targets and the pressure this can create for staff.
Management acknowledged that expectations should instead be explained through team discussions and individual one-on-one conversations, giving staff an opportunity to explain workload barriers and seek assistance.
Smaller monthly team meetings will generally be preferred over large divisional updates.
Management also acknowledged the importance of ensuring information about changes and improvements is communicated consistently throughout teams.
Staff wellbeing and workplace culture
Staff wellbeing remained a key focus of the discussion.
Management encouraged staff to speak up when they feel overwhelmed or unsafe and acknowledged that customer service improvements must not come at the expense of staff wellbeing.
Members should feel valued, included, and able to express a different view without fear of retribution.
Staff can also raise concerns privately where they are uncomfortable discussing an issue in a team environment.
Workplace Health and Safety and People and Culture representatives are also visiting offices.
Raising concerns
Members are encouraged to:
Raise concerns with their manager in the first instance where appropriate.
Keep specific examples of unreasonable workload, process problems or communication failures.
Report situations where procedures are unclear, outdated or inconsistently applied.
Speak up if they feel overwhelmed or unsafe at work.
Contact the PSA where an issue remains unresolved or requires escalation.
Systemic issues affecting multiple members or teams can be raised through the Joint Consultative Committee.
A positive step forward
The meeting concluded positively, with acknowledgement that collaboration between management, the PSA and your workplace delegates has helped progress a number of issues raised by members.
There is still work to do.
We will continue to raise members’ concerns and ensure management remains committed to addressing these issues by raising them through the Joint Consultative Committee (JCC) meetings.
The PSA is aware of growing concerns among Court Services members about flex hours being forfeited because operational demands prevent members from taking their accrued flex leave within the settlement period.
We are currently gathering information from members to better understand how widespread the issue is and the impact it is having across Court Services.
Have you lost flex hours because you were unable to take your flex leave?
Have you found it difficult to get approval to use your accrued flex? Or are operational demands regularly preventing you from managing your flex balance?
Please take five minutes to complete our short survey.
Your responses will help the PSA build a clear picture of what is happening across Court Services and provide evidence to support our discussions and negotiations with the Department about improving flex arrangements.
The survey asks about your work area, role, experience with forfeiting flex, how easy it is to access flex leave, and whether operational requirements or management practices are preventing you from using your accrued hours.
Your experience matters. Even if you have only occasionally lost flex hours, we want to hear from you
The Public Service Association is concerned about the levels of violence that our members experience in their workplace and will be campaigning to raise awareness of these issues and to achieve a safer workplace.
To achieve this, we need to have an accurate understanding of all of the issues that our members experience, beyond merely the raw statistical data that we can obtain from agencies such as Corrections Research and Evaluation Statistics (CRES). Statistical data can only show us the number of reported incidents and fails to address unreported issues or the seriousness and general details of each incident.
Therefore, we ask all of our members to complete this anonymous survey.
The survey should only take approximately five minutes. The more of our members who participate in this survey the better our data will be, which will allow us to target our campaign at important issues.
Cyber Security NSW and Department of Customer Service JAC3 Pilot: update on Change Management Plan
Your union, the Public Service Association of NSW (PSA), is writing to provide an update regarding the Cyber Security NSW Change Management Plan (CMP) and the upcoming Joint Agency Cyber Command Centre (JAC3) Pilot, following management’s Town Hall Briefing on 26 August 2026.
Acknowledging the positives of the plan
The PSA recognises the critical importance of strengthening whole-of-government cyber defence and capability across New South Wales. We welcome several constructive commitments confirmed in the CMP and the 26 August 2026 briefing:
No job losses: management has confirmed that the realignment involves no direct reductions to overall headcount or staffing levels.
Substantive role and grade protection: no roles are being downgraded. Substantive classifications, grades, and salaries remain fully protected.
Voluntary pilot participation: participation in the initial JAC3 co-location pilot remains strictly voluntary for staff seeking specialist development and threat intelligence collaboration opportunities.
General industrial and Work Health and Safety concerns
While the commitment to maintaining jobs and grading is noted, the PSA is actively monitoring several industrial and operational aspects of the CMP (dated 26 August 2026) to ensure our members’ working conditions, safety, and award entitlements are fully safeguarded:
Travel, co-location, and commuting burdens
The JAC3 pilot involves co-location at NSW Police Headquarters in Sydney Olympic Park with a mandated on-site attendance of five days per fortnight. For members accustomed to regional hubs or local flexible working locations, this creates substantial commuting time and out-of-pocket travel expenses. While discounted parking has been arranged, permanent relocation assistance has not been provided. The PSA insists that all travel and expense provisions under the Crown Employees (Public Service Conditions of Employment) Reviewed Award 2009 (the Conditions Award’) are strictly respected.
National security clearance obligations (NV1 / NV2)
Higher-tier vetting (Negative Vetting Level 1 and Level 2) places significant administrative, personal, and vetting scrutiny on employees. The PSA is seeking clear organisational guarantees that delays or issues in clearance processing will not prejudice any member’s ongoing employment or career progression.
Workload and psychosocial job demands
Managing business-as-usual commitments alongside new reporting lines, pilot onboarding, and cross-agency integration creates risks of role ambiguity and workload overload. Under the SafeWork NSW Code of Practice: Managing Psychosocial Hazards at Work and Section 19 of the Work Health and Safety Act 2011, DCS management has a duty of care to proactively eliminate and control these psychosocial hazards.
Intra-band supervisory reporting
The introduction of intra-band reporting lines (e.g. Clerk Grade 11/12 roles reporting to Associate Directors at the same Clerk Grade 11/12 level) requires clear governance protocols to prevent supervisory ambiguity, delegation friction, and unfair performance management pressures.
Future operating hours & 24/7 readiness
As the JAC3 pilot expands across subsequent phases, any transition toward extended operating hours, shift arrangements, or on-call requirements must strictly adhere to the overtime, shiftwork, and on-call penalty rates prescribed in the Conditions Award.
Consultation and status updates
The PSA will continue to engage in good-faith consultation with Department of Customer Service management under M2025-07 NSW Government Consultative Arrangements Policy and the DCS Consultative Framework Guidelines to ensure members are not adversely affected as implementation proceeds toward the 11 September 2026 structure go-live.
We want to hear from you: Member feedback
To ensure your union represents your interests effectively in ongoing discussions with Department of Customer Service leadership, we want to hear directly from impacted staff.
If you have questions, individual concerns, or feedback regarding travel, workload, reporting changes, or security clearance requirements, please contact the PSA Member Support Centre:
Service NSW Driver Testers: PSA demands urgent consultation over unilateral overhaul of monitoring and quality assurance framework
Your union, the Public Service Association of NSW (PSA), is writing to all Driver Tester members across Service NSW following confirmation that the agency has formally announced a major overhaul of the Driver Tester monitoring and assessment framework without prior or genuine consultation with the PSA.
What has Service NSW announced?
In the August 2026 Driver Testing Operations Newsletter and updated Customer Service Representative Driver Tester Policy (V0.5), Service NSW revealed significant structural changes to how Driver Testers are monitored, assessed, and retrained, including:
Replacement of in-vehicle assessments: formal in-vehicle assessment and retraining activities have been discontinued and replaced with a new “Quality Assurance (QA) Check-In” model.
Five-Day support and coaching cycle: a revised escalation pathway where examiners who do not achieve the 90 per cent standard are placed on up to five days of intensive coaching, simulated test runs, and repeated assessments, with failure to achieve 90 per cent resulting in mandatory enrolment into a five-day Stage 1 Retrain program.
New operational directives: immediate introduction of mandatory hand signals during driving test assessments, revised dual-control vehicle assessment protocols, and ongoing desktop scorecard audits.
Breach of the consultative framework
While Service NSW has broadcast these substantial changes directly to staff, the agency failed to provide advance notice or consult with the PSA, including at the most recent Recurring Joint Consultative Committee (RJCC) meeting on 27 August 2026.
Under Clause 3 of the DCS Consultative Framework Guidelines and the NSW Government Consultative Arrangements Policy (Premier’s Memorandum M2025-07), changes to performance systems, quality assurance benchmarks, training policies, and frontline work practices are subject to mandatory consultation with the union.
Announcing and implementing major operational and performance changes via an internal staff newsletter without prior union consultation disregards established public sector industrial frameworks and undermines members’ rights.
PSA demands to DCS and Service NSW management
The PSA has formally written to Department of Customer Service (DCS) Industrial Relations placing the department on notice and demanding:
Immediate stay of adverse actions: written confirmation that no punitive outcomes, forced role reassignments, or grade reductions will be imposed under the unconsulted monitoring model.
Full disclosure of overhaul documentation: provision of all draft assessment guidelines, marking rubrics, auditor standard operating procedures, and scoring criteria to the PSA for formal review.
Transitional protections for current staff: binding grandfathering and transitional protections for existing Driver Testers, particularly those currently undertaking monitoring, refresher coaching, or performance reviews.
Urgent consultative briefing: scheduling of a dedicated consultative session with PSA industrial staff and elected Driver Tester delegates.
Have your say: member feedback requested
The PSA is collecting feedback from Driver Testers across the state to inform our ongoing industrial representations and upcoming consultative meetings with management.
We want to hear your views and experiences regarding:
The practical operation and fairness of the new QA Check-In model and five-day coaching framework;
Consistency of monitoring standards, auditor expectations, and local route conditions;
Testing in home centres versus being directed to undertake assessments in unfamiliar locations;
Any concerns regarding unrealistic scoring rubrics, lack of constructive feedback, or unreasonable pressure on examiners;
Specific improvements and protections you want included in the finalised framework.
How to provide feedback
Please send your feedback, comments, or individual concerns to the PSA Member Support Centre:
Email: (Quote Ref: C10022517 in subject line)
Telephone: 1800 772 679 (1800 PSA NSW)
Individual support and representation
If you are currently undergoing monitoring, facing assessment difficulties, or being pressured regarding your role, please reach out to the PSA Member Support Centre for confidential advice and representation.
Commissioning and Planning state wide PSA lunchtime members’ meeting
PSA organiser Rachel Eldred will be holding an online state wide meeting for Commissioning and Planning members, and we will be joined by workplace delegate Andrew Simpson.
The meeting is an opportunity to discuss the recent restructure. A number of issues have already been raised with the PSA and the agenda will discuss each in turn.
Agenda
Consultation around final structure
Staff cuts and workloads
Allocation of work across teams and roles
Temporary positions
Identified roles
Backfilling and acting up in higher grades
Geographical spread of teams
Please join us to have your say and provide examples. A letter with your concerns will be sent on to management to address.
National Parks and Wildlife Service: Aboriginal Partnerships, Planning and Heritage Branch bulletin
The PSA is aware that work has started on a functional review of the NPWS Aboriginal Partnerships, Planning and Heritage Branch (APPH).
The PSA has been advised the review will consider:
how APPH is currently organised;
how work is undertaken across the Branch;
current and future service delivery requirements and,
opportunities to improve the way the Branch operates.
The PSA understands the purpose of the review is to focus on:
organisational effectiveness;
alignment of resources to workload and priorities;
role clarity;
decision-making, and
ways of working and sustainable workloads.
The PSA has been assured this review will be a transparent process and the review is being informed by feedback and information provided directly by employees.
The PSA understands staff will be engaged via workshops, however, the PSA is concerned these short, half-hour workshops will be the only engagement with APPH staff. On this basis the PSA is concerned staff consultation will be only very limited with respect to this review.
The PSA encourages all members to provide your feedback and views on the review in a hope that the review will meet both members’ and management’s collective needs.
Role of the Delegate Training coming to Grafton and Lennox Head
The PSA will be running Role of the Delegate training at Grafton and Lennox Head in October.
Role of the Delegate is a one day course designed to give workplace delegates the skills and knowledge they need to build power at their workplaces.
You will explore the importance of unions, history and the values that underpin them. You will develop your skills utalising tools such as mapping, recruitment conversations and problem-solving frameworks to build power.
You will leave with:
A clear sense of what your role is and how you contribute to the overall goals of the union in growing big and building power.
The ability and confidence to sign-up new members and handle objections about joining the union.
Ability to empower and build confidence in other members about the PSA.
Knowledge to build capacity in the workplace through mapping.
Knowledge of union structures and history.
This course is open to all members whether you are a delegate, thinking about becoming a delegate or would just like to know further about the role. Delegates who have attended this training before are welcome to come for a refresher. All members are entitled to 12 days union training every 2 years.
Morning tea and a light lunch included.
RSVP to Regional Organiser via email Rebecca Reilly and please include any dietary requirements.
Training details
Grafton
Date Wednesday 21 October 2026
Time 9:30am – 4:30pm
Location Grafton venue TBA
Lennox Head
Date Wednesday 28 October 2026
Time 9:30am – 4:30pm
Location Lennox Head at The Lennox Head Cultural Centre
