Land & Housing Corporation - Social Housing Management Transfer – Re-pointing of Roles Within Asset Portfolio Division (pdf version)

There have been a number of concerns expressed over the current pace of the reform proposed within the Social Housing Management Transfer, especially since this has been on the L&HC radar for several years.

Whilst the commitments to no job losses and continuing roles at current locations provides the level of comfort for affected staff in the immediacy, there are a number of outstanding issues that require further explanation to make affected staff feel to confidential provide their preferences. As a consequence, the PSA has sought and was granted extensions on those timeframes for completion.

Alter initial discussions with delegates and PSA members, the PSA has written to L&HC seeking further information on:

1. A potential appeals mechanism for those staff who are transitioned to a role that is not of their preference
2. A commitment in writing that there will be no requirement to transfer locations as a consequence of the new area reporting structures and an understanding of how long that commitment will continue
3. A better understanding of how L&HC have identified some roles as affected whilst other remain unaffected and not subject to the preferencing requirements
4. A better operational understanding of what ‘two days in the office and three days in the field based activities’ mean when administering operations in differing regional locations. Does this mean that staff would be required to attend these regional locations on a regular (3 days per week) basis? If not, how will this work?
5. The current lack of a comprehensive training plan to determine the training requirements for ‘newly identified roles’.

Members have also expressed concerns over what will happen in two years’ time and if there will be job losses, transfer requirements, voluntary redundancies, transfers to non-government entities. This is a decision of the NSW Government and staff should be under no illusion that significant reform within the Asset Portfolio Division will take place and that many members will be affected. It is about how the PSA and its members uses the next two years in being able to make members viable in eventually changed structures and highlighting the need for this Government to continue with its commitments for regional jobs and not at the expense of other locations.

If members have further enquiries they can provide them to PSA workplace delegates or PSA Regional Organiser Rebecca Reilly .