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.
Contacts
Your PSA Delegates
Your PSA Industrial Staff