Delegates Handbook

Delegates
Handbook

Contents
Section 1 Introduction..................................................................................................................................................................................2
1.1 About this handbook.........................................................................................................................................................3
1.2 PSA Structure.........................................................................................................................................................................4
Section 2 Your role as a delegate..............................................................................................................................................................7
2.1 Your role as a delegate.......................................................................................................................................................8
2.2 Your rights............................................................................................................................................................................ 10
2.3 Your Protection.................................................................................................................................................................. 11
Section 3 Organising in your workplace............................................................................................................................................. 12
3.1 Getting others involved.................................................................................................................................................. 13
3.2 Planning to organise your workplace........................................................................................................................ 17
3.3 Identifying organising issues........................................................................................................................................ 20
3.4 Organising women and indigenous workers......................................................................................................... 22
3.5 Organising your workplace group.............................................................................................................................. 24
3.6 Workplace meetings........................................................................................................................................................ 26
3.7 Workplace groups ............................................................................................................................................................ 29
Section 4 Skills for handling problems and issues.......................................................................................................................... 31
4.1 Steps for dealing with issues in the workplace...................................................................................................... 32
4.2 Natural Justice.................................................................................................................................................................... 34
4.3 Effective delegate skills................................................................................................................................................... 35
4.4 Negotiating with management................................................................................................................................... 38
4.5 Dispute notifications....................................................................................................................................................... 40
4.6 The Delegate as a Support Person in Investigations............................................................................................ 41
Section 5 Organising on specific issues............................................................................................................................................... 44
5.1 Work health & safety ....................................................................................................................................................... 45
5.2 Psychological hazards – occupational stressors, violence & bullying............................................................ 47
5.3 Workers compensation and injury management................................................................................................. 49
5.4 Discrimination & harassment....................................................................................................................................... 50
5.5 Grievances........................................................................................................................................................................... 52
5.6 Performance and conduct............................................................................................................................................. 53
5.7 Review of promotion decision appeals.................................................................................................................... 54
5.8 Work and family issues.................................................................................................................................................... 55
5.9 Reviews and restructures............................................................................................................................................... 57
5.10 Contracting out and privatisation............................................................................................................................ 59
Section 6 Resources.................................................................................................................................................................................... 60
6.1 Legislation, awards and agreements......................................................................................................................... 61
6.2 PSA statement of ethics.................................................................................................................................................. 62
6.3 PSA Members Complaint Resolution Process......................................................................................................... 63
6.4 PSA meeting procedures............................................................................................................................................... 64
6.5 Value added services....................................................................................................................................................... 68
6.6 PSA Resources.................................................................................................................................................................... 69
6.7 Tools for delegates............................................................................................................................................................ 70
6.8 PSA Contacts...................................................................................................................................................................... 72
Appendices Appendix A: Proud to be Union.......................................................................................................................................... 73
Delegates Handbook | 1

Section
1
Introduction
1.1 About this handbook
1.2 PSA Structure
2 | Delegates Handbook

1.1 About this handbook
The PSA is an active, member driven union that asserts its members’ interests and advances the value of public services for
the people of NSW. Established in 1899, the PSA has a proud history of advocating on behalf of its members.
The PSA is not affiliated with any political party, and since May 2015 our Rules expressly prohibit the making of donations
to political parties or candidates.
This handbook is designed to give you, the delegate, the knowledge necessary to effectively represent members
in your workplace, recruit new members, establish and maintain a workplace group, organise around key issues to
strengthen the union and run successful campaigns.
It also includes information on issues such as grievance handling, work, health and safety, discrimination and
harassment along with pointers to further advice that will assist you to fully embrace your role.
It is always desirable to resolve workplace and individual issues/concerns at the local level.
Who is covered by the PSA?
The Public Service Association (PSA) is the leading voice for public services in NSW. The PSA represents members in
diverse roles across NSW Government departments, state owned corporations, schools, universities, and TAFEs, as
well as specific sectors in the service of the people of NSW such as the disability sector. Members work under both
State and Federal instruments. All members of the PSA are also members of the CPSU.
The organising approach
Collective representation is critical for building power in your workplace. This means that as a delegate you need to
organise members in your workplace as a group and encourage them to become active in the union’s affairs.
An organising union & a member centred proactive approach
An organising union is one in which members themselves recognise that they, as a collective group, are the union’s
real source of strength.
It is they who are the union, rather than a group of centrally located paid officials who provide a service.
Delegates Handbook | 3

1.2 PSA Structure
ELECTED HONORARY OFFICIALS
SALARIED AND ELECTED OFFICIALS
President
Honorary position.
Chair of Central Council & Executive
Elected by members every 4 years
Senior Vice President
Honorary position.
Elected by members every 4 years
PSA members
The supreme governing
body of the union.
The strength of the union.
Members elect all positions
except PSA staff.
General Secretary
CEO of the union, manager of
PSA staff
and union business.
Paid position – $274,585
Elected by members every 4 years
Assistant General Secretary
Paid position – $219,175
Elected by members every 4 years
Vice President
Honorary position.
Elected by members every
4 years
Vice President
Honorary position.
Elected by members every
4 years
Central Council
Governing body of the union. Meets monthly.
Executive
6 members – General Secretary, President,
Assistant General Secretary, Senior Vice
President & 2 Vice Presidents.
Meets monthly.
Deals with policy, industrial & administrative
matters
& reports to Central Council.
Elected by members every 4 years
CPSU
All PSA members are
automatically enroled in
the CPSU-SPSF, ensuring
access to the Fair Work
Commission for members
employed under the
Federal jurisdiction.
PSA staff
Approximately 150 paid
staff providing services to
members.
Delegates
May form part of workplace groups,
departmental committees, district branches,
vocational groups.
Annual Conference
The unions largest forum with up to
200 people, including the Executive,
Central and delegates elected each year
from workplace groups.
Women’s Council
24 female members, elected
every 2 years (12 are Central
Councillors).
4 | Delegates Handbook

Central Council
Central Council is the supreme decision making body of the PSA. It consists of 45 delegates directly elected by
members using a proportional representation system and meets the second Monday of each month.
The system for selection is set out in the PSA rules.
Executive
The Executive consists of:
• General Secretary
• Assistant General Secretary
• President
• Senior Vice President
• Vice Presidents (two)
The Executive reports to Central Council and meets on the fourth Monday of each month.
PSA Staff
Organisers
Organisers cover particular workplaces and agencies or regional areas. They work with delegates and activists to build
the union’s power. They do so by establishing PSA structures in workplaces, especially workplace groups, Departmental
Committees, local campaign action groups and advisory groups. They also support delegates to organise and recruit
on the ground.
Industrial Advocates
Industrial Advocates cover the same areas as Organisers but their role is to deal with industrial matters such as changes
to awards and agreements and representation in Industrial Tribunals, like the NSW industrial Relations Commission or
Fair Work Commission. Industrial advocates cover collective and individual matters.
See section 6.5 of this handbook for other PSA resources.
PSA training unit
The PSA has produced a range of tools to support delegates. Currently there is a Powerpoint display which can be
used as part of agency induction sessions. The session can be posted out on a CD-Rom for potential members to view
on their own computers.
The presentation can also be used as a part of your introductory talk on the union in agency induction sessions if a
data projector is available.
If you would like a copy of this PowerPoint presentation, contact the PSA Training Unit on 1300 772 679 or email training@
psa.asn.au.
Delegates Handbook | 5

CPSU Structure
All PSA members are automatically enrolled in the CPSU-SPSF, ensuring access to the Fair Work commission for members
employed under the Federal Jurisdiction.
CPSU members in universities are structured in a similar manner to PSA members.
The CPSU is the body that represents PSA members who work under the Fair Work Act 2013 (Commonwealth). These are
members who work for organisations outside the state government sector such as:
• CPSU members in universities
• Coal Services
• Employed Solicitors
• NSW Aboriginal Lands Council
• Irrigators
• Crown Holiday Parks Trust
• Museum of Contemporary Art
• Australian Health Practitioners Regulation Agency
• WSN Environmental Solutions
• Power
• State Water Corporation
• Superannuation Administration Corporation (PILLAR)
• Forestry Corporation
• TAFE
• NES
• Hunter Water Corporation
• Home Care.
The structures are established under the PSA Rules and By-laws.
University Branches
The University branch represents all members employed at a university. General meetings of the branch are convened
by the Branch President and Secretary for purposes agreed to by the branch committee.
Branch Committees
The Branch Committee consists of a President, Vice-President, Secretary, Assistant Secretary, Membership Registrar,
Women’s Officer and other committee members.
The Branch Committee represents members on matters affecting their employment and advises the Higher Education
Representative Council in relation to the interests of branch members.
Branch Committees conduct the business of the branch between general meetings of the branch.
Higher Education Representative Council (HERC)
HERC advises the PSA’s Central Council on the interests of members in universities. HERC also coordinates industrial
matters affecting university members across the state. The Council consists of representatives elected by university
branches. HERC is managed by an executive committee elected by members at the Annual General Meetings.
The Executive consists of a President, Deputy President, Secretary, Assistant Secretary and four members.
6 | Delegates Handbook

Section
2
Your role as a delegate
2.1 Your role
2.2 Your rights
2.3 Your protection
Delegates Handbook | 7

2.1 Your role as a delegate
Your role
The members who make up the PSA come from
diverse backgrounds and hold a variety of views
and expectations. We should ensure that their rights
are observed and that the diversity of views is taken
into consideration. Delegates should maintain open
and honest communication and treat all members
in a respectful manner.
As a workplace delegate, you are the day-to-day
face of the union in your workplace and as such
have a crucial role within the PSA. Members look
to delegates as workplace leaders on issues that
matter to them. You are the key connecting link
between PSA members in the workplace and the
union office.
Without you, the PSA would not be able to function
effectively.
Collective strength
The basic principle of unionism can be summed up by the
slogan “united we bargain, divided we beg”.
The more members we have, the better the union’s
bargaining position.
The stronger our bargaining power, the greater our ability
to improve conditions. It’s that simple.
This is where you as a delegate come in - to organise
your colleagues to strengthen the union and make sure
they are active, united and strong in their stance.
Remember, you have been elected by your workmates
to be their spokesperson and represent their interests
so involve them in union matters whenever and
wherever possible.
For more information on your role as a delegate see
Section 3 - Organising in your workplace
Effective communication
It is important that the paid officials of the union are
aware of the views and needs of members who, in
turn, understand the importance of participating in
collective decision-making processes.
Delegates are key to ensuring this two way
communication flow.
Behaviour
Delegates assist in protecting, and wherever possible,
advancing, the interests and rights of members at
the local level, they also participate in departmental
committees, branch or workplace groups.
It is important that in carrying out these duties you do so
in a manner that reflects positively on the standing of the
PSA. Remember, you are an ambassador for the union.
Your manner, attitude and actions must never in any
way adversely impact upon, or damage the standing of
the PSA.
It is essential that you are not be seen to have an axe to
grind with management or a fellow member.
Delegates must be calm, considered, respectful and
professional at all times and in all their dealings.
Credibility with both colleagues and management is an
enormously powerful tool and essential to being able to
function successfully as a PSA delegate.
It is also critical that you adhere to your organisation’s
Code of Conduct at all times.
8 | Delegates Handbook Delegates Handbook | 8

Your duties and responsibilities:
• representing the interests of members in your work area
• active recruiting – making sure that all eligible co-workers are members of the PSA
• workplace organising - encouraging members to be involved in the union & strengthening its position
• building the skills and confidence of members to assist in that activity
• holding meetings to inform and involve members
• organising your workplace structures so that together you can ensure management complies with relevant
policies, agreements, acts and awards
• helping to resolve individual grievances of members in your workplace wherever possible
• negotiating with management about matters of concern to members
• working with other delegates and active members to develop policies on priority workplace issues
• maintaining records of membership for your workplace and advising your PSA Organiser and the PSA Membership
Section of any changes
• ensuring union bulletins and other information are distributed and displayed
• keeping in touch with union officials, especially your PSA Organiser
• promoting the PSA generally in the workplace
• attending PSA union training.
Delegates may have the same legal standing as an official of the union. This means you must be mindful of any breaches of
legislation, policies and guidelines, by both yourself and others. If in doubt, you are always able to call the Member Support
Centre for advice.
Recruit
Assist members to
resolve problems
locally
Talk to members
Link with other reps &
campaigns
Represent members
Organise
Respected face of
the union
Role of the
delegate
Talk with
management
Promote equality
Improve procedures &
agreements
Negotiate
(not all delegates)
Delegates Handbook | 9

2.2 Your rights
Delegates have a legal right to carry out their union responsibilities
in the workplace.
Depending on the workplace, these duties and rights include:
• distributing official PSA material or attending induction sessions for new employees
• time to attend and prepare for meetings in the workplace
• access to facilities such as notice boards, telephones and email in the workplace and
• leave to attend union training, participate in committees or to attend industrial proceedings.
Delegates are encouraged to familiarise themselves with the full details of their rights in their award or enterprise
agreement.
For delegates in the majority of NSW public service agencies these rights are set out in clauses 53 – 64 of the Crown
Employees (Public Service Conditions of Employment) Award 2009.
Your awards and enterprise agreements are available on the PSA website.
Support from the union office
PSA organisers support delegates in arranging meetings with members, recruiting new members and providing the
resources and material that will enable the building of union strength in the workplace.
Delegates also have access to a range of trade union training provided by the PSA.
These courses include:
• The role of the delegate
• Negotiating skills, and
• Dealing with bullying in the workplace.
The full list of training courses and an on-line registration form is available on the PSA website under “Resources”.
If assistance is required with an industrial matter, call the PSA’s Member Support Centre on 1300 772 679.
10 | Delegates Handbook

2.3 Your Protection
The most effective protection for delegates against victimisation or harassment is a strong and active union presence
in the workplace. However, there are also legal protections enshrined in legislation.
NSW public sector agencies
Under Section 210 of the NSW Industrial Relations Act
1996, it is unlawful for an employer to victimise an
employee because they:
• are a member or official of a union (under industrial
law, a delegate is deemed to be an official of the
union, ie they are an elected representative)
• claim a benefit to which they are entitled under an
act, award or agreement
• lodge a complaint about a breach of an award
• appear in proceedings regarding an industrial matter
(the Industrial Relations Commission)
• engage in a public or political activity (unless it
interferes with their work).
The Crown Employees (Public Service Conditions of
Employment) Award 2009 also includes the provisions of
the Industrial Relations Act and reiterates the rights of
union members to take lawful industrial action and not
be victimised.
Copies of this award are available on the PSA’s website.
Harassment or threats
Any delegate being harassed or threatened in relation
to their duties, should contact the PSA immediately.
Any matter that cannot be resolved through negotiation
with management, will be taken to the NSW Industrial
Relations Commission or Fair Work Commission.
Universities, TAFE, State Owned
Corporations or any other
national system employers
Sections 342, 346 and 347 of the Fair Work Act 2009
combine to provide delegates protection from any
“adverse action” by their employer.
This includes delegates representing or advancing the
views of the union or encouraging other employees to
participate in lawful activities organised by the union.
Prohibited action by the employer includes
• dismissal of the employee
• altering a position to the employee’s detriment
• discriminating against the employee
• any action that “injures” the employee in their
employment.
Protections are also available to all members under
Sections 104-109 of the Work Health and Safety Act (2011).
These measures prevent an employer from discriminating
against a worker in response to them exercising any
function, power or responsibility under the Act.
Fines of up to $500,000 can apply in relation to such
conduct.
11 | Delegates Handbook
Delegates Handbook | 11

Section
3
Organising
in your workplace
3.1 Getting others involved
3.2 Planning to organise your workplace
3.3 Identifying workplace issues
3.4 Organising women and indigenous workers
3.5 Organising your workplace group
3.6 Workplace meetings
3.7 Workplace groups
12 | Delegates Handbook Delegates Handbook | 12

3.1 Getting others involved
Getting people involved with the union builds strength
in the workplace. The willingness of workers to stand up
and be counted, even in small ways, is vitally important.
It is critical they understand that they as a group wield
considerable power.
Collective action sends a very clear message: the union
is a united group of individuals who share common
concerns and are prepared to stand up for their rights.
To that end, seek out issues that will mobilise members
and just as importantly, engage potential members.
These issues may not always be industrial and may also
include professional, social justice, environmental and
other matters of concern.
Your overarching task as a delegate is to:
• create that sense of collective strength and build
upon it
• recruit new members and provide encouragement
and avenues to play an active role.
The PSA believes the most effective way to recruit new
members is through one-on-one contact along with
union campaigns that are successfully conducted at
a local level.
That way, the benefits of being part of the union are
clear for all to see.
There is no better recruiting tool than success.
Reasons to join the union
Different people join unions for different reasons:
• they are frustrated or angry about an issue and the
union provides an avenue for action
• to improve pay and conditions or other benefits
• they feel a commitment to their workmates and
believe in fairness at work
• the industrial protection being a union member
provides.
The fact is most people join for a combination of reasons.
When talking to members and potential members,
remember to mention what the union movement has
achieved through members working together:
• long service leave
• paid public holidays
• paid parental leave
• permanent part-time work & other flexible work
arrangements
• annual leave
• improved health and safety
• domestic violence leave
• breastfeeding facilities and paid lactation breaks
• compensation and rehabilitation for work injuries
• superannuation
• pay equity principles
• fair treatment in dismissal and retrenchment
situations
• minimum award conditions for all workers
• protection against discrimination, harassment and
victimisation.
How to start
To be an effective delegate, you need to build an active
and inclusive environment in your workplace so that
workers are aware of the union and know you are the
central point of contact for all such matters.
Workers will occasionally come to you for assistance but
it is important you approach them in the first instance
and make yourself known. Wear your delegate’s badge
and display union material.
Keep a supply of PSA new member’s kits on hand as well
as membership forms and other PSA information.
This material is available from your organiser or ring the
Member Support Centre.
Delegates Handbook | 13

The ultimate aim is to have everyone in the workplace
a member of the union. Making a good first impression
with potential members is vital.
New starters should be introduced to how the union
works, the importance of the public sector and why
their involvement will help defend and improve their
own wages and conditions.
Try to arrange with your human resources area or
local management to give a talk about the union at
induction training and hand out union material and
membership forms.
If you are able to do such a presentation, remember to
follow by approaching the new starters individually.
Tip – Use the PSA induction Powerpoint presentation. See
section 6.2 Tools for delegates
Before approaching a potential member, you should:
• know the cost of membership and how payment is
made
• inform them that the membership fee is tax deductible
• be able to fill in a membership form correctly
• have material about PSA benefits on hand.
All employees whether full-time, part-time, casual,
temporary or trainees are eligible to join the PSA.
Those employed on short-term programs and on
ministerial staff are also eligible.
Approaching potential
members
Talking to potential members is not always easy but try
a relaxed and informal approach.
If your colleagues respect your performance as a coworker
and a unionist you are off to a flying start.
It is best to approach potential members on a one-onone
basis.
You need to be open and genuine in your manner and
conversation.
Make an effort to understand the point of view of the
other person and the issues that are of concern to them.
Listening – and having them see that you are – is vital to
building a relationship.
When planning to talk to a potential member, ask yourself:
• what work do they do?
• if a new employee, where did they work previously?
Have they ever been a unionist?
• why aren’t they in the union? Have they ever been
asked to join?
• are their colleagues members?
• are they friendly with other members?
Your approach
• choose a good time and place – this may be during
a tea or coffee break. Tailor your methods to the
working environment
• use open ended questions such as – “How are things
going here?”, “What’s been happening?”, “How are you
finding it here?” or “What would you change about
working here if you could?”
• respect what they have to say and wait until they have
finished speaking before you respond
• demonstrate that you are listening by repeating back
what they have said
• have open and attentive body language
• face them and stay relaxed
• don’t feel obliged to defend the union on every
issue – step back, acknowledge their concerns and
concentrate on common ground
• promote the idea of working together to solve
problems
• if they agree to join, help them complete the form
and take it away with you. Or encourage them to join
on-line at membership.psa.asn.au
• collect the completed form and return it to your
organiser or the PSA’s Membership Section. (They
may prefer to send it themselves in a replied paid PSA
envelope or fax the form through themselves)
• check with the Membership Section that forms have
been received and processed.
If they want to think about it, leave some material with
them but make sure you follow up:
• if you don’t succeed the first time – leave the door
open
• if you don’t have an answer to a particular question,
say so and undertake to get back to them. Explain
that you always respond to union members
• if you can’t get back to the person yourself, organise
for someone else to do so and make a note of what
you agreed to do on a report back sheet.
See page 16 for a sample member report back sheet.
Talking to potential members is not as difficult as it
sounds.
Just showing an interest in someone and their concerns
can be enough to win them over.
And encourage other members to recruit as well. It’s
not simply up to you.
14 | Delegates Handbook

The arguments against joining the union & how to respond
There are several standard arguments that people mount
for not joining a union. Here are some examples with
suggested responses. Always begin by acknowledging
the person’s objections.
I don’t know enough about the PSA or what a union
does
Give the person some examples of what the union has
achieved that have benefited them.
Ask them open questions to find about what issues and
conditions they care about. For example, do they rely on
their flex days?
If so, talk to them about the role the union plays in
ensuring that flex agreements remain in place.
Talk to them about issues that the union is active around
which may impact upon them such as privatisation
of public services, job cuts or the capability and
performance frameworks.
Explain how the union operates at a workplace level
and that in addition to industrial leverage, the PSA
also offers an opportunity to connect with other public
servants and public service stakeholders through
community campaigning.
I can get all the benefits anyway, so why join a union?
If everyone acted on this theory there would be no
union and conditions for workers would be much,
much worse.
Some people simply don’t realise that a union’s only
income is from fees paid by members.
Appeal to their conscience and sense of fair play.
Many non-members probably don’t feel that they have
“ridden on the backs” of union members to gain better
conditions and services.
But the fact is by accepting those gains without
contributing in any way that’s exactly what they are doing.
Encourage them to actively support further
improvements in conditions by joining the union.
Members have access to the services of skilled industrial
relations practitioners and advocates.
The PSA will not assist non-members industrially or
provide benefits to non-members.
Only PSA members benefit from a number of nonindustrial
value-added services such as:
• Journey Protection Scheme
• PSA/CPSU Provident Fund
• Group Accident Insurance Scheme
• Group Accident Insurance Scheme Family Cover
(additional cost)
• PSA Scholarships
• One free legal consultation for non-industrial matters.
I don’t need the union – I can look after myself
Being part of a democratic union, where decisions are
made by members, increases the power of the voice of
each individual.
There is also a greater chance that their views will be
taken on board.
An organised group has a much stronger voice with the
government and senior management than one person
on their own.
If an issue at work became a legal situation, would a
lone individual still be able to “look after” themselves?
Union fees are too high
Union fees return dividends through higher wages, job
protection, better working conditions, and more.
Fees are also based on salary level with a lower rate for
low paid or part-time workers.
Union fees are tax deductible.
I’m temporary/part time
Temporary employees often need more protection than
permanent staff due to the nature of their employment.
This group of workers receives the same benefits as
everyone else, benefits which have been fought for and
won by the union.
Part-time members will usually pay a lower fee level.
Delegates Handbook | 15

MEMBER REPORT BACK
Name: ..................................................................................................................................................................................................................................................................................
Position: ......................................................................................................................................................................................................................
Phone no: (w) ............................................................. (h)..............................................................(m)....................................................................
Email: ...........................................................................................................................................................................................................................
Workplace: .................................................................................................................................................................................................................
Membership no: .......................................................................................................................................................................................................
Date joined: ...............................................................................................................................................................................................................
Financial? Yes No
Issue: ............................................................................................................................................................................................................................
Date: _____ /_____ /______
Issue/question
(Background to issue/question, date of incident, people involved, where it happened, what action the member has taken to date etc.)
........................................................................................................................................................................................................................................
........................................................................................................................................................................................................................................
........................................................................................................................................................................................................................................
........................................................................................................................................................................................................................................
(Continue overleaf if needed)
ACTION
Action to be taken by member:..........................................................................................................................................................................
Action to be taken by delegate:..........................................................................................................................................................................
RESULT..........................................................................................................................................................................................................................
........................................................................................................................................................................................................................................
Date: _____ /_____ /______
16 | Delegates Handbook

3.2 Planning to organise your workplace
First, ask yourself a few questions:
• How many members are active?
• Are they organised in a manner that strengthens the union’s presence and position?
• Do you know the top issues of concern for members and potential members?
• Do you have enough power and resolve in your workplace to win a fight for a particular issue?
• How will you find out?
Get
organised
Start by assessing your workplace
• What proportion of workers are members?
• Who are the non-members? Are they a particular group (e.g. do they work in the same area? Are they in the same
age bracket?)
• What other factors might affect the level of membership and union organisation in the workplace?
WHAT IS THIS GRAPHIC ABOUT?
Mapping your workplace
To organise your workplace you need to plan.
A good place to start is to develop a picture or “map”.
This should include all the available information about members and non-members.
From this, you can develop a recruitment strategy, plan campaigns and organise.
There are a variety of ways you can “map” your workplace.
A floor plan map
Simply draw a plan of the work area showing each worker and their location.
You can then identify members and non-members as well as note the delegates/activists, the attitude of each to the
union or a particular issue, their gender, age, languages spoken etc. In a large workplace you may need more than one
map. Keep your map up to date. Add information as you receive it to build up an accurate picture of your workplace.
Figure 1 – Floorplan map
Jan Rajiv Jo
Manager
Terry Katie
Lillian
Li
Pedro Ray
Tony
Admin Asst
Felicity
Asst Manager
Member Non-member Delegate
Delegates Handbook | 17

A profile or matrix – table of member information
Figure 2 – Profile map
No.
workers
No.
members
P - Part Time
F - Full Time
C - Casual
Issues
D - Delegate
C - Contact
Other
Section A 10 9 F - 8
P - 1
C - 1
Section B 10 9 F - 8
P - 1
C - 1
Department A 10 6 F - 9
P - 1
C - 0
Floor 4 10 1 F - 1
a, b, c
& d
a, b, c
& d
a & b
D - Tony
P - 1 ?
C - 8
Occupation 1 10 2 F - 3
P - 7
b
C - 0
Occupation 2 10 7 F - 10
P - 0 b, c & d C - Maria
You can make a table of information on a whole workplace or sections within it.
For example, the names, number of workers/members, whether they are a contact/delegate, full time/part time, casual/
permanent, their gender, cultural or linguistically diverse groups, issues that concern them etc.
18 | Delegates Handbook

A relationship map – social and work relationships
This is a diagram that identifies the people you interact with at work. Connections can be based on work itself, a social
club, being a shift worker, sporting interests etc.
Figure 2 – Relationship map
Shane
Aaron
Cindy
Jeff
Briony
Linda
Lee
(delegate or
activist)
Alyssia
Ramos
Angelo
Dylan
Blake
Keri
Mel
Use your map to find:
• areas where the union is already strong and where there are weaknesses
• who might be the best people to approach first
• who might be able to assist you by influencing others.
At a basic level, you need to know who belongs to the union and who does not. Your PSA organiser can give you a list
of members and from there you can keep your own records. It’s a good idea to set up regular informal meetings with
your more active and involved members and those in whom you see potential.
The maps can also be used to:
• build networks, committees
• identify weaknesses in the organising network
• note particular issues
• establish the pathways used by management
• improve union communication.
If you are in a dispute or conducting a campaign, a map is extremely useful for ensuring rapid information flow and
developing collective action.
By keeping the map up to date, it is much easier to keep track of your progress, determine new priorities and keep
one step ahead of management.
Collecting information is a good idea
But do not give your workmates the impression you are keeping a dossier on them. Trust is everything.
Keep all information confidential and never use anything of a personal nature such as details of private lives, family
or domestic situation.
Delegates Handbook | 19

3.3 Identifying organising issues
Organising = issues + activists
To organise your workplace to successfully strengthen the union, you must first determine
the issues that workers consider important.
Sample survey
Name:..................................................................................... Position:................................................................................................................
Workplace:.............................................................................................................................................................................................................
Please complete the following questionnaire with specific regard to the above enquiry, by placing a CROSS X in the
appropriate box
Yes No Unsure
1. Is job security a concern?
2. Is an excess workload of concern to you?
3. Do you work unpaid overtime?
4. Have you forfeited accrued flexitime?
5. Are flexible work practices/family friendly provisions supported in your area?
6. Do you want better parental leave provisions?
7. Are you provided with sufficient and appropriate training?
8. Are appropriate OHS systems in place in your workplace?
9. Have you witnessed, or been subjected to, bullying or harassment in your workplace?
10. Does your local management consult with you on proposed changes?
11. My question was answered in full
Please write any further comments overleaf
Thank you for your help
20 | Delegates Handbook

Surveys are useful for a number of reasons as they can:
• gather information about issues that members and
non-members believe the union should be involved in
• demonstrate you are seeking everyone’s views
• provide information that will help you recruit more
members
• help you decide the best issues to organise around,
i.e. those issues that are more likely to encourage
members to become actively involved
• provide the basis for a strong definitive statement to
management e.g. “Our survey showed 99% of staff
believe...”.
Surveys should be kept fairly brief.
Multiple choice is easier to collate and should make up
the bulk of the survey.
Space should be allocated for any additional comments.
Try conducting a workplace walk around with a survey
or questionnaire. Your PSA Organiser can help you
plan this.
Remember to report back to members once the survey
data has been collated.
It is important to show that the issues raised are being
taken seriously.
Meetings
Regular workplace group meetings are a good forum
in which to raise issues of concern to members and
workshop ways to resolve the matters in a united way.
(See Section 3.5 on Organising your workplace group)
One on one
An effective way to determining which issues are
important in your workplace is to talk to the workers
themselves.
Nothing beats a one on one conversation. Nothing.
That way you can assess the concerns of workers who
may not want to attend meetings.
It is also more informal and non-threatening and you
can tailor your approach to the individual’s particular
interests, personality, knowledge and availability.
See Section 5 for some common workplace issues, how to
handle and organise around them.
Organising around issues
Every issue, negotiation and dispute should be used to:
• involve members
• develop the skills of activists
• and build and strengthen the union’s membership
base and position.
Which issues?
An individual’s concern might be an underpayment or
overpayment, not receiving correct leave entitlements
or discrimination.
The best way to ascertain issues of concern to members
is to ask them and keep your ear to the ground.
Everyone has a right to privacy and in addition, some
individual issues may be sensitive and should be treated
as such.
It is not appropriate to discuss a member’s issue with
others without first seeking their express permission.
Respect is the key.
Some issues will concern many workers in the workplace
and can form the basis for collective action.
To assess the importance and scope of a problem, you
need to determine:
• how many workers are affected
• the strength of feeling surrounding the matter
• whether the issue is winnable, totally or in part.
If the issue is widely and deeply felt and believed to be
winnable, even to some degree, you can and should
organise around it.
Your PSA Organiser can give you advice on how to do
this and provide support when needed.
Delegates Handbook | 21

3.4 Organising women and
indigenous workers
Sixty two percent of the PSA
membership is female.
Women workers
The PSA has particular structures to promote women’s
issues and encourage women members to be actively
involved in the union. As a delegate, you should make
women members in your workplace aware of this.
Women’s Contact Officer (WCO)
The WCO is a major point of contact for union information
on issues of relevance to women members. The WCO
brings women’s issues to the workplace group meeting.
They are elected by their workplace group and can set up
women’s networks in the workplace.
A female delegate can also be a WCO.
Women’s Council
Women’s Council consists of all the women members of
the PSA.
The Women’s Council (i.e. women members) then elect
a committee of management every two years.
This committee is a forum for discussing issues of concern
to women across the membership and developing
policies and campaigns around these issues.
You are encouraged to raise issues of concern to your
Women’s Council Committee member. Contact the
PSA’s Gender and Equity Analyst 1300 772 679 if you are
unsure who that is in your area.
Women’s Conference
The annual PSA Women’s Conference is held in the
first half of September each year. It is a forum that
provides an opportunity for women members to hear
expert speakers on topics of interest and to improve
their knowledge and skills in particular areas. It is
also an excellent networking arena. The conference
is advertised in Red Tape and on the PSA website. All
women members are eligible to attend. Some places
are reserved for first time attendees.
Gender and Equity Analyst
The Gender and Equity Analyst undertakes research
on gender and equity issues, writes Women@Work,
develops policy on women’s industrial matters in
conjunction with Women’s Council Committee;
promotes women’s issues in the workplace as well as the
broader community through submissions and working
collaboratively with other organisations.
22 | Delegates Handbook

The Unit also encourages women’s activism, organises
the annual PSA Women’s Conference in consultation
with the Women’s Council Committee, campaigns on
women’s issues, provides training to women members
(Women in the Union) and for PSA staff on specialist
issues such as sexual harassment.
The Unit also advises other industrial staff on issues
such as discrimination and harassment and represents
the interests of women members of the PSA within the
broader union movement.
Individual matters are normally managed by Industrial
Advocates with specialist advice and support from the
Gender and Equity Analyst who, if requested, will visit
workplaces and talk to women workers.
Women’s training
The PSA runs specific union training for women
members which provides an excellent entry point for
those who wish to find out more about the union and
become more active in the workplace.
For more information contact the PSA on 1300 772 679
For more information on PSA training see the
training program in Red Tape, visit the PSA website,
or contact the Training Unit on 1300 772 679 or email
training@psa.asn.au.
Organising indigenous
members
The PSA recognises that indigenous workers have
unique issues in the workplace from racism matters,
discrimination or particular culturally sensitive concerns.
Aboriginal Liaison Officer
The PSA’s Aboriginal Liaison Officer (ALO) assists delegates
and indigenous members, helps organise indigenous
networks in the workplace, provides advice on problems
that may arise and develops materials and activities to
promote awareness of indigenous issues.
If you have indigenous workers in your workplace, ensure
they are aware of the assistance available from the ALO.
As a delegate, you should always be sensitive to
indigenous issues when organising in the workplace
and include this in your workplace mapping and
planning.
Indigenous members’ training
The PSA Training Unit offers courses specifically for
indigenous members.
Contact the Training Unit on 1300 772 679 or email
training@psa.asn.au for more information.
Contact the Aboriginal Liaison Officer for more
information on organising and recruiting indigenous
members on 1300 772 679 msc@psa.asn.au
Delegates Handbook | 23

3.5 Organising your workplace group
The number of members in a workplace is important but
you can only make a real difference on their behalf by
harnessing their collective strength through organising
and activating.
Developing activists
An effective workplace group committee is essential in
identifying activists in your area.
Every workplace needs as many activists and contacts
as possible.
Ideally, you should have a contact in each work area.
Use your map of the workplace to identify areas where
activists are needed and where existing activists are
located.
Aim for about one activist for every 5 workers.
Some activists may wish to only pass on information,
collect views and keep in touch with you. That’s fine.
Anyone who commits to any task in support of the
union is a resource to be valued and nurtured.
Potential activists
Set up a checklist for potential activists.
Are they someone who:
• is already a member?
• is a leader in their work area, their community?
• is well respected in the workplace?
• questions rather than passively accepts?
• is interested in general issues not just personal matters?
• puts forward views respected by others?
Involving potential activists
Things they could be asked to do:
• be a contact in their work area
• talk to non-members about joining
• hand out union flyers or other information
• explore the views of others in their work area
• attend meetings and encourage colleagues to do so
• be part of the workplace committee.
Every activity by a member strengthens your workplace
organisation and lightens your load.
Informal networks and
committees
The best way to structure union activity and increase
involvement in the workplace is to establish a committee
or an organising network.
In most workplaces, workers are grouped together and it
is possible to hold regular committee meetings.
In others, it is more difficult to set up a face to face meeting
due to the location and roles of some members.
In this case, telephone or teleconferencing could be used.
Email is a common method of sharing ideas but
remember not everyone always reads their emails and
24 | Delegates Handbook

management are able, and have the right, to access all
email files.
Deleting a file from your inbox or outbox does not
remove it from the server where files are archived.
Telephone or face to face conversations are always best.
Phone trees
Where there are a number of members scattered across
different workplaces or it is difficult to organise face to
face meetings, a phone tree is an excellent tool to pass
on information, collect views, attitudes and ideas.
The tree operates like a chain letter. Each person in the
“tree” undertakes to make a small number of phone calls
which means say, 25 or more people can be contacted
by making five phone calls. The more active contacts you
have, the easier it is to get the message out.
Your local intranet
An intranet in your agency is also a great additional
way to disseminate meeting notices and updates to
members. But remember, management has access to
any material on a network system.
Don’t forget to use your notice boards and tea rooms as
places to leave union information.
If your workplace does not have a notice board, talk
with your Human Resources/Industrial Relations Unit
about getting one set up.
Networks
Creating networks within your workplace or across
workplaces is a great way to get people involved.
A network can keep everyone in touch with issues,
share information, ideas and experiences.
Network members might:
• ring around the network to collect experiences of a
new problem
• spread the word about a successful outcome
• share thoughts on organising ideas
• distribute flyers, ensure survey forms are completed
and returned.
If communication between network members is
restricted to telephone contact, regular face to face
meetings should be arranged. This will encourage those
in weakly organised areas and help build unity.
Make sure your workplace map records network
members and other key contacts.
Workplace organising
committees
While there is a formal committee structure (see
section 3.7), an informal committee structure will assist
organising in your workplace.
Your local workplace committee should comprise, if
possible of:
• sufficient members so that it is representative of all
workers
• someone from each classification, shift, section or
work area
• members who reflect the diversity of the workplace
• workplace leaders that others turn to for advice.
Committee meetings
There are formal meeting procedures for official workplace
group committees, (see sections 3.6 and 6.3). However, it is
a good idea to follow some rules for informal committees.
Before the meeting
• make sure everyone knows when, where and why the
meeting is being held
• assign someone to facilitate the meeting and to take
notes
• prepare an agenda.
During the meeting
• don’t let it get bogged down or side-tracked by
unimportant matters or repetition
• don’t allow one person or group to dominate,
encourage everyone to contribute
• ensure a clear decision is reached on every agenda
item, that everyone is aware of the decision and who
will carry it out.
After the meeting
• have someone type up brief notes including decisions
and actions to be taken and distribute them to the
members quickly. Remember to respect privacy issues
in the notes.
Get
organised
Delegates Handbook | 25

3.6 Workplace meetings
As well as regular meetings of activists in your workplace, you will occasionally also be required to call general union
meetings to deal with particular issues such as a restructure.
These meetings are important opportunities to:
• engage and inform workers
• report back on negotiations, campaigns
• seek information and volunteers to assist with an issue
• enable workers to participate & be involved in decision making
• secure support or endorsement
• develop unity and a sense of union community
• organise a campaign around an issue.
Formal membership meetings
Formal PSA membership meetings should comply with by-laws 1 to 48 of the PSA Rules and By-Laws. (See
Section 6.3 for a copy of the PSA meeting procedures)
Informal workplace meetings
Most meetings on issues that have been identified in your workplace will be run as informal meetings.
26 | Delegates Handbook

Running a formal workplace meeting
Preparation
Before the meeting:
• arrange for those involved to meet and discuss the
conduct of the meeting
• clarify the purpose of the meeting
• specify the type of the meeting e.g., lunchtime, stop
work
• book the venue
• promptly notify members and promote the meeting
(where and when) via posters, email or leaflets –
remind members the day before or on the morning
of the meeting.
• invite non-members to come along, are they
interested in joining?
• arrange for any equipment or material that may be
needed (e.g., butcher’s paper, overhead projector,
handouts)
• decide how you wish to conduct the meeting - how
formal or informal (if formal, be familiar with the PSA
meeting procedures)
• decide on a Chairperson, who will take the minutes,
and who will make any reports or put motions
• prepare an agenda and a rough time limit for each
item
• have copies of the last meeting’s minutes ready (if
appropriate).
The meeting agenda should include:
• opening and approval of agenda
• apologies
• minutes of previous meeting
• business arising from those minutes
• correspondence
• business arising from that correspondence
• reports
• general business
• closing.
Begin the meeting
Chairperson should open the meeting, welcome
everyone and acknowledge country
Then outline the:
• purpose of the meeting
• procedure that will be followed
• agenda, including timeframes
• ask for disclosures.
If you think you will have the time, ask for any
additional items or deal with extra matters under “any
other business”.
During the meeting
• introduce the person to give the report
• invite questions
• clarify issues, options through discussion
• seek a motion to resolve the issue
• take a vote and explain what will be next
• explain how the result will be conveyed to members
• close the meeting.
The Chair
An informal meeting may have a facilitator instead of
a Chair to help keep track of time for each item. But
formal meetings must have a Chair.
The Chair should also:
• ensure everyone has an opportunity to participate
• anticipate concerns and make sure they are
channelled constructively
• canvass views and test support for various options
• summarise regularly
• identify areas of agreement and disagreement
• keep the meeting to the declared time limit - this
avoids members leaving before a resolution is voted
on.
Reports
Those giving reports should be advised of the time
allocated for the task.
A report which is “received” does not commit the
meeting to action. However, a report that is “adopted”
indicates general approval of the course of action
recommended or taken.
Motions and amendments
The business of the meeting is conducted through
debate, shaping and determining a motion and then by
voting on motions or resolutions.
Delegates Handbook | 27

Resolutions/motions
These must be clear statements of intent or concern not
rambling philosophies.
• motions should be in a positive form that calls for
action (rather than a statement) – it should be clear
who is to take the action and what is required
• motions should preferably be in writing to avoid
misunderstanding
• motions must be seconded before they are debated
• if there is no seconder, the motion lapses.
Amendments
• an amendment to a motion must be clear and relevant
to the original motion (i.e. it modifies or clarifies the
motion but is not in opposition to it)
• an amendment that is carried becomes the motion
and is then voted on.
Foreshadowed motions
• to put a motion in a different form to that before the
meeting, another motion can be foreshadowed
• the foreshadowed motion should be read to the
meeting
• if the original motion is lost, the foreshadowed motion
may be moved
• if the original motion is carried, the foreshadowed
motion lapses if it is incompatible.
Debate
• the mover of a motion has the opportunity to speak
to it – if they don’t, they can’t speak again until the
end of the debate when the mover has a second right
to speak
• usually speakers should be “one for” then “one against”
the motion
• no more than two speakers from either side should
speak in a row – if there are no speakers for the other
side, the motion should be put (voted upon)
• at any time during the debate a member can ask for
the motion to be put, a vote is then taken and if it has
the majority, the motion is put to the meeting
• the Chair of the meeting should ensure debate doesn’t
get bogged down or repetitious – if this occurs they
should, with the support of the meeting, end debate
and put the motion.
Suspending standing orders and moving “into
committee”
Standing orders can be suspended to:
• consider an item of importance not on the agenda
• allow a visiting speaker to be heard.
• moving “into committee” means that matters can
be discussed less formally and members can speak
several times.
Voting on a motion
When a motion is moved:
• The Chair calls for a seconder
• seconder seconds the motion
• mover states the reasons for the motion and why it
should be supported (optional)
• seconder speaks in support of the motion (optional)
• The Chair asks if there is any opposition to the motion
(if not, the vote should be taken immediately)
• speaker against speaks against motion
• The Chair calls for further speakers for or against
• mover can exercise “right of reply”
• The Chair takes the vote on the motion and declares
the result
• where “tellers” (vote counters) are used they should
be people who have not spoken in the debate and are
acceptable to the meeting.
Disclosure and Perceived Conflict
On occasions a member’s workplace role may be
perceived by other members as posing a conflict.
The onus on all members is to disclose if they have
a conflict of interest and to determine how best to
manage that conflict.
It is not the role of other members or delegates to
determine if a PSA member has a conflict or how that
conflict should be managed. However it is recognised
that the management of perceived conflicts by
delegates can be complex and advice in these situations
may be sought from a PSA Organiser.
(See PSA Statement of ethics Section 6.2)
After the meeting
• ensure that the minutes or updates properly represent
what took place
• arrange for the decisions of the meeting to be carried
out and identify who by
• set a date, time and place for the next meeting and
publicise the details.
Formal meetings can be confusing at first and probably
will not occur that frequently. But they are important
from time to time when a group of members needs to
make a formal decision. For example, to accept a pay
rise, a change in conditions or around a restructure.
Remember, you can always call the MSC for advice and
the union runs training on formal meeting procedure.
See Section 6.4 of this manual for more details about
formal meeting procedure.
28 | Delegates Handbook

3.7 Workplace groups
The workplace group
The workplace group (WPG) is the basic unit of the PSA’s
workplace organisation. It is described in the PSA rules.
It consists of members in a workplace or group of small
workplaces (which can include members from more than
one agency).
Every workplace group can elect one delegate per 40
members.
The workplace group should meet at least every quarter
and all important issues affecting the workplace should be
raised at these meetings.
The workplace group also plans recruitment activity.
The workplace group committee
The role of the workplace group committee (WPC) is to
recruit new members to the union and look after the
interests of local members.
It initiates, plans and implements campaigns around local
issues.
The workplace group committee consists of elected
members – a Chair, Secretary, Women’s Contact and
delegates from all sections of the workplace.
The number of delegates that can be elected to the WPC is
generally flexible but ideally, there should be one delegate
for every ten union members.
At the very least, workplaces should have at least two
delegates.
Delegates are usually elected at an Annual General Meeting
(AGM) of the workplace group.
The WPC should meet at least once every two months.
Every workplace group should preferably have a workplace
group committee.
Duties of WPC positions
Chair
As well as conducting meetings of the WPG and WPC, the
Chair of the WPC is a leading union spokesperson in the
workplace.
They lead and encourage other delegates and members,
will usually be the union contact for management and
assign work to other WPC members.
Secretary
The Secretary takes minutes of all WPG and WPC meetings
and ensures they are distributed.
They are the central repository of all the paperwork generated
by union activities and should maintain an up-to-date contact
list of all WPC delegates for members.
Women’s Contact
Members of the Women’s Council Committee hold ex officio
status on the WPC, and may also act as Women’s Contacts
(WCs).
The Women’s Contact distributes union material regarding
women’s issues (for example, the Women@Work newsletter)
and ensures that women’s interests are promoted in the
workplace.
The WC encourages union activity amongst women members,
particularly encouraging them to nominate as delegates.
Vice Chair
The Vice Chair stands in when the Chair is not available and
can also share duties with the Chair such as rotating the
handling of meetings.
Assistant Secretary
The Assistant Secretary supports and assists the Secretary,
for example, rotating the taking of minutes etc.
Delegates Handbook | 29

Details of elections, composition and functions of the
various workplace bodies and decision making structures
are included in the PSA Rules and By-laws which is
available from the PSA Communications Section, and on
the PSA website www.psa.asn.au.
Advisory Groups
There are various advisory groups that formulate
recommendations and policies on matters affecting
wider groups of members. Advisory groups can include:
Departmental Committees
Where a workplace group usually covers only part of an
agency, a Departmental Committee (DC), as the name
suggests, covers the whole department or agency.
The Departmental Committee generally deals with issues
affecting all, or a large section of the department/agency
such as restructures, relocations or staffing issues.
The DC members decide on the overall policy and
industrial strategy for the PSA in that agency and like the
WPC, the DC can initiate campaigns.
The DC also makes recommendations to the PSA
Executive and Central Council on various matters, in
particular, whether industrial action should be taken in
relation to a certain issue.
Decisions made at the WPC or WPG level may be referred
to the DC for approval, since the DC represents the
interests of all members concerned.
The DC consists of delegates elected from members in
that agency - the agency is divided into electorates so
that all areas are properly represented.
Members are elected onto the Departmental Committee
every two years.
The DC consists of a Chair, Vice Chair, Secretary, Assistant
Secretary and a number of delegates.
The PSA Industrial Advocate or Organiser for your agency
will normally attend DC meetings.
Note: While there is no formal relationship between the
WPC and the DC, in practice WPC members and especially
the Chair of the WPC, will often be on the Departmental
Committee for the agency.
Vocational Branches
A vocational group consists of members across a
vocational area which may extend across departments/
agencies.
The vocational group elects a committee similar to a
Departmental Committee to work on award and other
vocational matters.
The Prison Officers Vocational Branch is an example.
District Branches
District branches maybe set up for each of the six country
regions across the state.
They are comprised of workplace group delegates from
the respective region and deal with regional issues across
agencies.
Joint Consultative Committees
Consultative arrangements between the PSA and
the NSW Government provide for joint consultative
committees (JCC) in agencies.
In other employers, like Universities, the obligation to
consult may be found in the enterprise agreement.
The JCC consists of the head of department (or nominee)
and the PSA General Secretary (or nominee) and a
number of other members (ideally, equal numbers of
management and union delegates).
The PSA Industrial Advocate covering the agency will
normally attend as PSA nominee, as well as DC and WPG
delegates.
The JCC union representatives should caucus (meet)
before every JCC meeting and decide in advance their
strategy and who will argue it.
A ‘whip’ should also be elected to set caucus dates and
ensure availability.
There should be a report back to the DC and the
membership on the outcomes of the JCC meeting.
NOTE: A JCC is not a PSA structure but a joint arrangement
under NSW government guidelines, or in an enterprise
agreement.
Health & Safety Committees
Work Health and Safety legislation provides for joint
employer- employee H S C committees.
See Section 5.1 for more information on HSC committees.
Women’s Council (see 3:4)
All women members of the PSA make up Women’s Council.
Women members elect a Committee of Management
from agency-based electorates.
Women’s Council Committee of Management deals with
issues of concern to women members and may make
recommendations to Central Council.
Decision making in the union
Workplace group committees will make decisions on
workplace issues with the approval of members in
their workplaces. Departmental Committees can make
decisions on matters affecting the whole agency.
Larger decisions that affect entire agencies or the
membership as a whole will usually go before Central
Council or the PSA Executive for determination.
30 | Delegates Handbook

Section
4
Skills
for handling problems
and issues
4.1 Steps for dealing with issues in the workplace
4.2 Natural justice
4.3 Effective delegate skills
4.4 Negotiating with management
4.5 Dispute notifications
4.6 The Delegate as a Support Person in
Investigations
Delegates Handbook | 31

4.1 Steps for dealing with issues
in the workplace
It is important to determine whether you should tackle any given problem or issue by assisting the worker individually,
or if the matter would best be dealt with by involving the wider membership in the workplace.
In any event, work your way through the following steps:
• identify the problem
• collect information and seek advice / consult
• review the problem in the light of this material
• consider all possible options and outcomes
• decide on a course of action.
Representing individual workers
Ask yourself, why is an issue being raised by a member:
• Is it just a passing interest?
• Is it an important problem for the individual?
• Could it affect other workers?
If you are unsure, undertake to investigate and get back to the person as soon as possible. This is very important.
For a member report back form see section 3.1.
Keep notes – having a record of what occurred, when and why could prove to be invaluable at some future date (This
applies to all instances of representation not just for individual issues. Over time, your notes may also show a pattern
of activity in your workplace in relation to certain issues).
Don’t let workers think the union has a magic wand and can fix issues with a click of your fingers. If members want
issues resolved, they need to get involved. They will soon see the difference in management’s response when you all
work together.
32 | Delegates Handbook

Steps in dealing with individual
problems
Step 1 – Interview the member
• be sympathetic but ask the necessary questions to
get the full picture
• Has the member attempted to resolve their own issue
locally?
• it is crucial to obtain facts from the outset
• check all details and obtain relevant documents. A
diary of events and dates is useful. This information
will be valuable if the matter is later taken before an
industrial tribunal such as the Industrial Relations
Commission.
Step 2 – Assess the situation:
• do you need more information – who can supply it?
• is it an issue you have dealt with previously?
• if you need to talk to management – who is the right
person – or do you require advice from your PSA
Organiser or the union office?
• is it an issue that could/does affect other workers? (ask
your contact/network or workplace group members).
Step 3 – Decide on a course of action
• once all the relevant information has been gathered,
you will be in a position to make an informed decision
as to a course of action
• it is important that the member concerned be
consulted on the manner in which you intend to
handle the situation and that their agreement is
secured in the first instance. Obtain their input so the
member is involved in the solution.
Step 4 – If in doubt…
• if you wish to get a second opinion on what you
propose, please contact the MSC for advice. They are
there to help you
• it is important to be aware of the agreed grievance
procedure in your workplace and to ensure it is
followed. The Public Employment Office document
Dealing with employee work-related concerns and
grievances sets out what should be in your workplace
policy. http://arp.nsw.gov.au/m1996-11-dealingemployee-work-related-concerns-and-grievancesand-harassment-free-workplace.
Step 5 – Follow up
• it is good practice to follow up with members to make
sure they felt their problem was successfully resolved,
and if not, what further action could be taken.
REMEMBER
Everyone believes their problem is urgent. Don’t be
rushed into a hasty response. Make sure you have all the
facts and understand all the options before you respond.
REMEMBER
Never breach a member’s confidentiality.
REMEMBER
Try to involve the member so they feel they have
ownership of the solution.
Handling personal issues
Members may have problems that are not specifically
work-related but which nevertheless have an impact
on their employment. Issues such as alcohol and drug
abuse, domestic violence, gambling or financial stress
can all affect a member’s attendance, performance and
behaviour at work.
It may be the case that in the course of assisting a member
with a workplace matter, personal issues are revealed.
If this occurs, it is important that delegates encourage
members to seek professional assistance whilst also being
aware of the resources that may assist in the workplace.
Delegates should ensure that they treat any personal
matters with empathy, respect and confidentiality.
Resources
& Links
Domestic Violence clauses in awards and enterprise
agreements (i.e. section 84A of the Crown Employees
(Public Service Conditions of Employment) Reviewed
Award 2009)
Department of Premier and Cabinet - Alcohol
and Other Drugs, Policy and Guidelines – 1998
http://www.dpc.nsw.gov.au/__data/assets/pdf_
file/0013/1363/Alcohol_and_other_drugs_Policy_
and_Guidelines.pdf
Your Department’s Employee Assistance Program
The Worker’s Health Centre
If the problem is family related, such as caring for a
dependent family member, the member may wish
to negotiate with management over family friendly
options. (See Section 5.8 Work and family issues)
Delegates Handbook | 33

4.2 Natural Justice
Natural justice is the most fundamental principle in any instance
where accusations or allegations are made.
Essentially, any accused party is entitled to:
• be told the nature of the alleged offence
• be advised what evidence is to be produced to support the charge against them
• a right of reply to the allegations – most important.
These are basic entitlements if a worker’s behaviour or work performance is deemed unsatisfactory.
See section 5.6 for an outline of procedures to deal with poor performance and misconduct issues in the NSW public service.
Where management confronts a worker with a serious workplace issue, the worker should:
• be informed of the problem in a confidential, private environment
• be informed of the evidence against them on which the charge is based
• be given a chance to put their side of the story
• have the opportunity for a union representative or workmate to be present at meetings/counselling sessions
with management.
• a right of reply to the allegations – most important.
34 | Delegates Handbook

4.3 Effective delegate skills
There are a number of essential skills that make a good delegate including simply exercising common sense.
Listening
A core role of a delegate is to recruit new members
to the union. Member numbers are the key to union
power. Delegates need to be able to persuade people
to either join the union, or persuade them to take action
when required.
Listening is a key tool in effective persuasion.
It’s quite simple; ensure you listen to what you are being
told by a member. Indicate that you have understood
what you have heard by paraphrasing the conversation
back to them.
For example, “So you feel that….”
This is active listening.
Other tips for active listening are:
• notice the body language and facial expressions of
the person
• look interested in what is being said
• do not jump to conclusions and do not ever cut
people off.
It is vital that the member feels they have your full
attention.
Note taking
Carry a notebook with you and take and maintain notes
of meetings and discussions.
Make sure your notes are accurate, legible and concise.
Use point form where appropriate and always date your
notes.
Keep all your notes. They may need to be used in future
meetings or disputes, or help you keep a record of those
you gave membership forms and must follow up.
Use member report back forms (See section 3.1).
Record keeping
It is a good idea to have a secure filing cabinet for union
material and that you are able to quickly access any
document when you need it.
Keep records of any industrial matters in which you
have been involved.
Interviewing
Find a quiet place for interviews where you will not be
disturbed and where the member feels comfortable.
Try to ensure that the member is as relaxed as possible.
High emotion comes with the territory but it muddies
the communication process.
Take notes and listen carefully.
Remember that under Clause 53 of the Crown Employees
Award, you may be able to interview members in work
time.
Ask questions to get the facts of the matter and clarify
any confusion.
Discuss options and agree on the next steps to be taken.
After the interview, check your notes and record what
you need to do on your action list.
Report back to the member regarding any action taken.
Speaking to
a group
You will be able to speak more clearly and communicate
more effectively if you:
• organise your ideas before speaking
• have brief notes if necessary
• decide beforehand if you want to take questions while
you are talking or at the end of your speech (advise your
audience of this)
• only begin when people are ready
• engage your audience with eye contact
• speak more clearly and slowly than usual and make
sure everyone can hear you
• keep it short
• check how you are being received – pay attention to
audience reactions and body language
• repeat your main message in conclusion.
Delegates Handbook | 35

Reporting
• reports-like speeches should be concise and to the
point. Stress key facts and issues
• start with the most recent events and then give some
background
• do not be dramatic, just state the facts and what you
did, when and why
• be accurate, don’t say anything you cannot
substantiate and make sure you don’t omit anything
important.
Remember, reports can be tabled in proceedings before
the Industrial Relations Commission as part of the
official record of a dispute.
Conducting
meetings
The conduct of meetings is covered in Section 3.6
Workplace meetings.
Keeping up to
date
A flow of information back to PSA staff is important.
Keep your PSA Organiser and/or Industrial Advocate up
to date with developments of concern to your members
or decisions made at meetings.
Stay in touch with the PSA’s Strategy and Policy Directorate
and ensure that they are aware of any changes in the
branch or workplace group such as new members or
officials and the details of those who change their home
or work addresses and employment status.
Keep your union notice board up to date with current
bulletins, newsletters, posters, brochures and contacts.
Remember: Clause 58 of the Crown Employees Award
states that delegates shall have access to notice boards
for PSA material authorised by the General Secretary.
What you need to know
As a delegate, you will be called upon to offer advice to
members on a range of workplace issues.
To do this effectively you need to be well informed and
well equipped.
Be familiar with the provisions of the awards, agreements
and determinations that govern the conditions of
employment of your members.
The more familiar you are with these documents, the
easier it will be to answer questions and realise when
management is breaching award provisions or procedures.
You should have on hand:
• awards and agreements
• union records (minutes, policy decisions)
• a membership list (from the PSA’s Membership
Section)
• PSA Rules and By laws
• membership forms
• a copy of the branch or workplace group rules.
Awards and enterprise agreements covering your
workplace can be obtained from your Organiser.
They can also be downloaded from the NSW Industrial
Relations Commission, the Fair Work Commission or the
PSA websites.
If you are covered by a NSW award or agreement, go to:
http://www.irc.justice.nsw.gov.au/Pages/IRC_procedures_
legislation/IRC_procedures_legislation_awards.aspx
If you are covered by a Federal enterprise agreement
or award, go to https://www.fwc.gov.au/awards-andagreements
Keep your union material in a central location and make
sure members know where they can find you and these
resources.
Be familiar with the role and functions of the PSA’s Central
Council and Executive as well as peak co-ordinating
bodies such as Unions NSW (www.unionsnsw.org.au)
and the Australian Council of Trade Unions (ACTU) -
www.actu.org.au)
You need to know the procedures to be followed
regarding industrial disputes and who to contact for
support and advice.
(See Section 4.5 Dispute notifications)
You should also broadly know what to do if a member
needs assistance with a workers compensation claim,
promotion appeal or grievance.
(See Sections 5.3 Workers compensation and injury
management, 5.5 Grievances and 5.7 Promotion appeals)
It is important to be sensitive about issues involving
particular groups such as women, members of diverse
ethnic and cultural backgrounds, and indigenous
members.
Be aware of the union’s current training program and
have copies of the program on hand. The program is
printed in Red Tape and published on the PSA website
(www.psa.asn.au).
Remember, Clause 58 of the Crown Employees Award
provides delegates with reasonable access to facilities such
as the telephone and email for authorised union activities.
36 | Delegates Handbook

Information resources
Publications
The PSA Knowledge Management area keeps resource
materials such as your awards, workplace policies
and guidelines, Red Tape, Women@Work, newsletters,
bulletins, new member’s kits, membership forms, PSA
posters and brochures.
It is also useful to have a publications list and information
on benefits, such as the PSA’s Journey Insurance, the
PSA Provident Fund, Group Accident Insurance Scheme
(including a family option) and legal service.
The PSA Communications Directorate holds many of these
items. For supplies, email communication@psa.asn.au.
You can also publish your own local union newsletter
in consultation with your PSA Organiser or Industrial
Advocate.
Electronic information
The PSA’s Communications Unit issues a regular
email bulletin of news items as well as bulletins for
specific groups of members. These email bulletins
can be distributed around the workplace. To join
the general email list, send an email request to
communication@psa.asn.au or subscribe on the
PSA website.
The PSA website (www.psa.asn.au) has news items,
campaign bulletins, media releases or media articles of
interest, membership and general information about
the PSA and its history as well as many PSA publications.
The CPSU also has a website at www.cpsu-spsf.asn.au.
More information resources are included in Sections 5
and 6.
Delegates Handbook | 37

4.4 Negotiating with management
Negotiation and power
There are two critical aspects to a successful claim:
1. the strength and merits of the argument or case
2. the level of workplace support around the issue.
Your position will be much more powerful if you can
demonstrate strong workplace support for the issue.
To do this:
• develop your claims through direct member
engagement. This could include surveys, listenings or
member meetings
• have your workplace committee or other activists
discuss and explain the claim in the workplace
• show solidarity and support by wearing coloured
ribbons or badges
• have workers (or where appropriate, the general
public) sign petitions
• highlight the issue at a protest picnic or BBQ
• use placards, posters, flyers to promote the issue for
the tea room or notice board
• where appropriate in consultation with your PSA
Industrial Advocate and the PSA’s Communcations
Directorate use the local media to keep the pressure on
management.
Negotiation tips
• ensure you have the support of the workplace – this
is critical
• present your case clearly and logically. Be forthright
without being too forceful. The facts will speak for
themselves
• never negotiate on your own. Always have someone
with you to corroborate what took place
• never make an unauthorised deal
• maintain unity at all times.
38 | Delegates Handbook

Prepare:
Preparation is the key to successful negotiation.
You need to:
• collect all the relevant facts and information about
the issue(s)
• have a clear objective, know the outcome you want to
achieve and what that win will look like
• consult with the member or members concerned before
the meeting so you can fully represent their position
• manage member expectations
• have the main issues you wish to raise in point form
• plan your tactics – who will attend, who will speak
and who will take notes etc
• anticipate management’s response and have counter
arguments prepared
• have a fall-back position in mind.
At the negotiation:
• the chief spokesperson must control the team
• state clearly what you want and why
• ask management to explain their position (ask
questions, check for clarity)
• be polite but firm
• check management offers carefully – be sure you
understand what they are offering.
NEVER…
• allow yourself to be side tracked – stick to the issues.
Take time out whenever needed
• discuss, debate or disagree with your colleagues or
other unions at the table – seek an adjournment
• lose your temper
• make personal attacks
• force management to lose face
• make a deal without the express knowledge and
authority of members or members concerned.
At the end of the meeting:
• summarise so that everyone is agreed and
understands the final position
• secure any agreement in writing and have both sides
sign it
• if it looks likely your claim will be rejected, or no
acceptable offer will be forthcoming, indicate that
you have to consult with members and seek their
views.
After the meeting:
• debrief – discuss what happened and capture the key
points
• maintain accurate records of what was discussed and
agreed to
• keep members fully informed – prepare reports and
recommendations
• develop a clear message for 1:1 conversations
• take follow up action as needed
• correspondence with management should come from
the PSA General Secretary (i.e. through PSA staff).
Consult your PSA Organiser or Industrial Advocate in
the first instance.
If you win:
• in individual cases, make sure the member is aware
of the outcome and treat such matters in confidence
• communicate the outcome of the meeting to
members with a recommendation they accept the
offer
• report back to your PSA Industrial Advocate or
Organiser the results of the negotiation and the
decision of the member(s)
• inform management of the outcome
• check that any agreement or undertaking is acted on
by both parties
• celebrate the success in the workplace and with the
negotiating team.
If you are unsuccessful:
• review your objectives and expectations
• report back to members and the union on the
meeting’s outcome. Advise them of what you did
and why
• consult members as to what the next step should be
and the strategy to be adopted.
Delegates Handbook | 39

4.5 Dispute notifications
All awards and enterprise agreements
must contain a dispute resolution
procedure to resolve industrial disputes.
These procedures will invariably involve a process of consultation/
negotiation at the workplace level.
If all attempts at resolving a dispute at the workplace fail and the relevant
dispute resolution process under the award or enterprise agreement has
been exhausted, a dispute can be lodged:
i. with the NSW Industrial Commission (IRC) for members covered by state
awards or agreements
ii. with the Fair Work Commission (FWC) for members covered by federal
agreements or awards.
Taking a matter to the Commission or Fair Work can force an employer who is
reluctant to negotiate, to do so.
It is also an opportunity to air the union’s concerns and at the same time
highlight the shortcomings in the employer’s position.
Employers can also lodge a dispute in order, for example, to have any
industrial action by the union halted and normal work resumed.
Delegates cannot authorise the lodgement of disputes with the IRC or FWC.
This must be done by a PSA Industrial Advocate.
NSW IRC
Resources
& Links
Judgements/Decisions
http://www.irc.justice.nsw.gov.au/Pages/
IRC_judgments/IRC_judgments.aspx
Awards
http://www.irc.justice.nsw.gov.au/
Pages/IRC_procedures_legislation/IRC_
procedures_legislation_awards.aspx
FWC
Decisions
Awards and Agreements
https://www.fwc.gov.au/cases-decisionsand-orders
https://www.fwc.gov.au/awards-andagreements
In the Commission
Once the matter is listed, the parties are called before the Commission for a
conciliation conference.
PSA Industrial Advocates handle the appearances before the Commission.
The Commissioner may make recommendations or orders about how the
matter is to proceed and may direct the parties to discuss the issue further
and report back to the Commission at a later date.
It is a good idea for delegates to attend the hearings so that they can assist
the advocate and report back to members.
Members, if necessary, can then determine a future course of action.
Decisions of the Commission (awards, rates and conditions, reinstatements
etc.) are legally binding and must be complied with by employers, unions
and members.
Matters of broader concern such as working hours, maternity leave and
other service wide conditions are usually heard by what is termed a Full
Bench of the Commission.
40 | Delegates Handbook

4.6 The Delegate as a Support Person
in Investigations
Delegates can be asked by members to support them
during investigations. There are various types of
investigations that can be initiated by the agency.
Investigations may arise as a result of alleged
misconduct, bullying, performance management,
breaches of code of conduct, disciplinary matters, or for
other, and sometimes unspecified, reasons.
The delegate’s support role can include:
• advising the member,
• attending meetings,
• engaging with the Agency on the member’s behalf.
The options available to the delegate vary according to
the reason given for the investigation and applicable
legislation/policy.
This section deals primarily with the delegate’s support
role, particularly representing the member’s best
interests in meetings/interviews. This section of the
handbook should be read along with sections 4.1 Steps
for dealing with issues in the workplace, 4.2 Natural
Justice, 4.3 Effective delegate skills, 5.2 Psychological
Hazards, 5.6 Performance and conduct.
When a member tells you they
are being investigated…
• Interview the member, listening carefully. Remember
they may need to vent some emotion. Allow this but
draw them back on track. Emphasise the importance
of them giving you all the facts, as accurately as
possible. Determine the nature of the allegation and
investigation, and the relevant applicable legislation,
policy and guidelines.
• Ask the member to provide a brief timeline or list of
the issues.
• Check details and obtain any relevant documents,
letters, and notifications from the member. Go
over with them relevant timeframes and the likely
course of events, and potential outcomes, referring
to applicable legislation, policy and guidelines eg.
Rule 36 of the GSE Rules in the case of unsatisfactory
performance and Section 69 (4) of the GSE Act in
the case of misconduct. Check to see if reasonable
notice has been given for the member to reply to the
allegations. Check the relevant policy to see if the
notice period complies.
• Explain your role and manage the member’s
expectations. The member may not get the outcome
they want in every situation. Your role is primarily to
help the member understand the process, put their
best case forward given the actual situation, ensure
due process and procedural fairness is observed and
intervene when this does not occur. Explain your role
can include supporting the member at investigative
interviews called by the agency.
• The member’s responsibility is to carefully consider
any guidance provided by the delegate or PSA staff
and comply with reasonable managerial process, act
in their own best interests, and take responsibility for
their own decisions and actions.
• When you first speak to the member, don’t feel pressured
to give advice on the spot. It is more important that the
advice be correct. Check with the Member Support
Centre and get back to the member if unsure.
• Keep your own record of the interview, and tell
the member that this information will be treated
confidentially within the union.
Delegates Handbook | 41

When the member has
been asked to respond to an
allegation in writing…
• Remind the member they have a right to be heard
and put their case.
• If the allegation relates to something that occurred a
long time ago they can question why the matter has
not been brought to their attention sooner.
• Sufficient notice should be given to allow the
member to respond to the allegation before any kind
of hearing or interview. If not, ask for more time.
• The member should be given sufficient information
and detail about the allegation to enable an adequate
response. The employee should know what rule
has been broken, conduct is inappropriate and the
possible consequences of their alleged action. Ask for
more detail if needed.
• Check for unsubstantiated allegations and request
these be removed.
• Look out for bias: identify anything in the allegation
that indicates a view has already been formed.
• Check that the investigator and decision maker are
independent.
• Respond to the matters that have been specifically
raised: don’t guess.
• If the allegations are factually correct explain the
circumstances or identify where they are not factually
correct.
• The written report should be concise, clear, truthful,
tell the member’s, side of the story, concentrate on
what the member has experienced and seen and
done themselves, rather than hearsay.
• Advise the member not to vent feelings, make
assumptions, disparage others.
• Remind the member about the importance of
including relevant documentation and time lines.
• Advise the member that delegates and PSA staff
can advise members on how they can respond to
allegations, however they are not able to write the
member’s response for them (although they can
suggest improvements if sufficient time is given).
What does procedural
fairness mean in regard to
investigations?
Procedural fairness requires an investigator to:
• Inform members under investigation of the substance
of any allegations against them
• Provide members with a reasonable opportunity to
put their case
• Hear all parties and consider all submissions
• Make reasonable inquiries before making a decision
• Ensure that no person decides a case in which they
have a direct interest
• Act fairly and without bias
• Conduct the investigation without undue delay
Examples of investigations where the NSW Industrial
Relations Commission found breaches of procedural
fairness include:
• A decision-maker having a pre-determined view of
the outcome of the investigation
• A decision maker taking irrelevant matters into
consideration in making a decision
• An investigator having been involved in one of the
alleged incidents
• An investigator had previous disagreements with the
employee under investigation
• Witnesses not being interviewed
• Unreasonable delays in the process (what is
reasonable will depend on the circumstances)
• An employee under investigation not being given
details of the allegations against them
Before the investigative
interview…
• Ensure that the agenda for the meeting has been
provided in the required time frame and complies
with legislation and policy.
• Check in advance that the member is prepared and
clear about the process, what they can expect, and
the case they are putting, and has documentation
to hand. Be clear on what the member is hoping to
achieve and encourage realistic expectations.
• Arrive early. Advise the member to answer only the
questions asked, remain respectful, and think before
speaking.
42 | Delegates Handbook

At the investigative interview…
• Your role is to provide moral support, safeguard
against unfair practices and provide witness should
a complaint of procedural unfairness need to be
made. You can complain in the meeting if you detect
procedural unfairness. You should be told the name
of the Departmental Officer to whom complaints
can be made. The rules of investigative interviews
usually preclude observers from advocating directly
on behalf of the member. Exceptions can be made
if there is doubt about the member’s capacity to
understand or speak effectively (translators can also
be provided where necessary).
• Keep your own record of the meeting (including body
language, which can sometimes support evidence of
intimidation).
• Watch for: partiality, indications that an opinion has
already been formed by a Departmental Officer,
questions that are irrelevant to the subject at hand,
signs of previous involvement in the disciplinary
matter by Departmental Officers.
• Questions should be open ended rather than leading.
The tone of questions should not be intimidating or
accusatory. The officers conducting the interview
should avoid making comment on or interpretations
of answers given.
• The member should be invited to make comment on
any relevant issue, or give his or her version of events.
• If you feel the member has gone off track, has forgotten
to say something important, or is endangering their
case, you can call a brief adjournment to regroup
outside the room.
• The member should be told at interview how long
they can expect to wait for a decision about the
allegation and who will make it, and when they will
receive a copy of the record of the interview (usually a
maximum of three days).
• Member will be asked to sign transcript when it is
made available. Advise member that if they disagree
with the transcript they can sign it stating that they
disagree with it, and provide a corrected version.
After the investigative
interview…
• Debrief with the member: Use questions that include
want went well, what would you do differently?
Check if there is any review process available in the
legislation/policy.
• Determine whether the member is satisfied with the
result and advise on review process, or check out
alternative redress and canvass negotiated outcome.
• Seek guidance from PSA staff when needed.
Delegates Handbook | 43

Section
5
Organising
on specific issues
5.1 Work health and safety
5.2 Psychological hazards – occupational
stressors, violence and bullying
5.3 Workers compensation and injury
management
5.4 Discrimination and harassment
5.5 Grievances
5.6 Performance and conduct
5.7 Promotion appeals
5.8 Work and family issues
5.9 Reviews and restructures
5.10 Contracting out and privatisation
44 | Delegates Handbook

5.1 Work health & safety
Health and safety in the workplace is a crucial issue for
all workers.
The union movement has played a leading role in
ensuring that this area is a paramount concern and that
workers are protected from risk.
Legislative duties, functions and
rights
In NSW, workers are covered by the Work Health
and Safety Act 2011 and the Work Health and Safety
Regulation 2011.
Everyone in a workplace has a duty under this legislation
whether a CEO, employee, contractor, volunteer, visitor
or client.
All persons are protected from discriminatory, coercive
or misleading conduct in relation to their involvement in
work health and safety issues in the workplace.
The Act states that the Person Conducting a Business or
Undertaking (PCBU – which replaces the term “employer”)
must ensure, as far as reasonably practicable, the health,
safety, and welfare of their workers by:
• providing and maintaining a safe work environment,
safe plant (e.g. equipment - excavators, computers,
photocopiers, workstations) and structures (buildings)
and safe systems of work
• ensuring the safe use, handling and storage of plant,
structures and substances
• providing adequate facilities for the welfare of workers
such as lunchrooms, toilet facilities and employee
assistance programs and ensuring access
• providing information, training and supervision to
protect all persons from risks to their health and
safety. Information and training is to be available prior
to any new plant, substances or work systems being
introduced to the workplace
• monitor the health of workers and workplace conditions
for the purpose of prevention injury or illness
• maintaining worker accommodation (e.g. caretaker’s
house in work grounds, onsite accommodation etc) so
no worker is exposed to risk.
The PCBU (Person Conducting a Business or Undertaking)
who has management or control of the workplace
must ensure as far as reasonably practicable that the
workplace, the means of entering and exiting and
anything occurring in the work environment are without
risks to health and safety.
Workers must in turn take reasonable care in relation to
the health and safety of themselves and others, comply
with any reasonable instruction from the PCBU and
cooperate with policy and procedures so that the PCBU
can meet their WH&S obligations.
Workers also have the right to cease unsafe work if they
have reasonable concerns that to carry out the work
would expose them to a serious health and safety risk.
The PCBU must consult (as far as reasonably practicable)
with other PCBUs and workers on WH&S matters that
affect them or their workplaces.
Delegates Handbook | 45

WH&S consultation
WH&S consultation centres on the role of the Health
& Safety Representative (HSR) and Deputy HSR who
is elected by and from a workgroup to represent that
workgroup.
HSRs have all of the previous functions of safety reps
plus two additional powers:
A direction to stop work can only be given if the issue
has not been resolved by consultation (unless the risk is
so serious that it’s unreasonable to consult first).
HSRs can also issue a ‘Provisional Improvement
Notice’ (PIN) when they reasonably believe there is a
contravention of the Work Health and Safety Act 2011.
The PSA can provide that training at the request of HSRs
as well as the annual one day refresher course.
A Deputy HSR only takes on the role when the HSR is
absent from the workplace.
An HSR can be elected at the request of just one person
at a workplace (s.50 request). That request should start
a negotiation (and the union can be asked to do this on
behalf of the worker) within 14 days on composition of
the workplace regarding workgroups and HSRs.
HSRs must be members of Health & Safety Committee
(HSC).
Health and Safety Committee functions are focused
on assisting the development of policies, rules and
procedures for workplaces rather than the traditional
workplace involvement under the old OH&S Act.
One HSR or five workers or the PCBU can request the
establishment of a HSC.
The WH&S Act and Regulation gives unions significant
power in dealing with health and safety. Unions have a
right of entry under WH&S to consult and advise relevant
workers and to investigate safety breaches. PCBUs
for example, must consult with the union on WH&S
arrangements and this obligation is also contained in
the Conditions of Employment Award.
In NSW, the union still has the right to prosecute
breaches of the WH&S legislation through a tightly
defined pathway.
Organising around work health
& safety issues
• do a safety audit of your workplace and talk to
workers to identify any potential problem areas or
WH&S issues. (See Section 3.2 Planning to organise
your workplace)
• use audit results to conduct a psychological risk
survey to detect levels of risk from work overload,
violence and bullying
• if an incident has occurred, agitate to have a risk
assessment conducted - with PSA involvement.
Involving the union in such matters is a provision of
the Conditions of Employment Award
• encourage and support members to step up to
become HSRs or Deputies for their workgroup
• if the incident is serious, results in an injury, or
management is not prepared to deal with the matter,
involve WorkCover and/or the PSA
• call workplace meetings to involve members and
potential members in WH&S issues. Those meetings
can also review any risk assessment which has been
carried out
• run a WH&S campaign around these issues. You may
want to get the HSRs and HSCs involved
• use the “consult and advise” provisions to organise
lunch’n’learn session for members and potential
members
• advertise PSA training programs and encourage
members to attend
• prepare a survey (in consultation with your PSA
Organiser) that can be distributed to workers by your
workplace HSR, HS committee and other activists
• use the results of the survey, together with workplace
records of injury and incidents, to develop a health
and safety profile
• apply this profile to a map of your workplace – are
there any links between particular locations or jobs
and health and safety problems?
Resources
& Links
Work Health and Safety Act 2011 and Work Health and
Safety Regulation 2011 and Codes of practice at:
http://www.safework.nsw.gov.au
NSW Department of Premier & Cabinet – Publications
e.g. Working Together, Dignity & Respect http://www.
dpc.nsw.gov.au/publications
PSA Publications (incl Fact sheets), WH&S training,
HSR training http://psa.asn.au/resources/whs/
Your Employer’s Employee Assistance Program
Contact the PSA on 1300 772 679
46 | Delegates Handbook

5.2 Psychological hazards – occupational
stressors, violence & bullying
A psychological hazard is any aspect of work that has the potential to harm or injure a worker’s mental well-being and/or
physiological health. This can include factors that are an integral part of the job:
• the employee‘s role in the organisation
• interpersonal relationships at work
• organisational structure
• culture and environment.
The term “stress” is often used as a generic term to describe how workers may feel or what may cause them to be
distressed. Stress is a very broad term that actually covers any demand put on the body and mind. It is when there is
too much stress to cope with that it becomes a negative force or a chronic stressor that affects health and well-being.
All workers have a legal right under WH&S legislation to a workplace free from psychological hazards such occupational
violence, bullying and other stressors.
Occupational violence
The PSA defines occupational or workforce violence as “any incident which involves a violent act, a threat of violence,
threatening language or behaviour, or abuse against a worker by another person at work”. The issue of occupational
violence may be covered in the criminal codes and/or WH&S, anti-discrimination and industrial legislation.
Examples of workplace violence are:
• physical or sexual assault
• aggressive behaviour including the threat of physical or sexual assault, verbal threats and intimidation, sexual
harassment, or abuse
• violence or the threat of violence involving a weapon, object, substance, or material, which could result in fatal
injury, physical or psychological injury or illness.
Delegates Handbook | 47

Workplace bullying
Everyone in the workplace deserves to be treated with dignity and respect. No one should suffer bullying or harassment
while going about their work. (See 5.4 for harassment and discrimination).
Bullying is commonly defined as repeated, unreasonable behaviour directed towards a worker or group of workers that
creates a risk to health and safety.
Repeated behaviour refers to the persistent nature of the actions and can involve a range of behaviours over time.
Bullying commonly involves a series of diverse incidents such as abuse (verbal, physical or emotional), misuse of
workplace systems (unreasonable denial of leave or training opportunities and practical jokes).
Unreasonable behaviour is that which a reasonable person, having regard to all the circumstances, would find
unreasonable, including behaviour that is offensive, humiliating, intimidating, degrading or threatening.
Behaviour that did not intend to humiliate, offend, intimidate or distress, but which did have this effect and should
reasonably have been expected to do so, is still classed as bullying.
Where unintended bullying occurs, and the person is made aware of the effect of their behaviour early on, there is a
good chance the person will change their behaviour and stop.
Bullying is NOT:
• a single incident of unreasonable behaviour – however, it may be harassment or may have the potential to escalate
to bullying and should be dealt with quickly. it should not be ignored
• reasonable managerial actions that are fair, equitable and comply with policies and procedures
• differences of opinion – however, it may have the potential to escalate if not acted on.
Psychological injury or “stress” as a workers compensation issue
When a member has sustained a psychological or stress related injury, they must follow strict guidelines in order for their
workers’ compensation claim to be accepted.
See section 5.3 Workers compensation and injury management: the steps to follow and the workers compensation/
workplace injury guidelines.
Organising around work health & safety issues
Psychological hazards can be approached in the same way as other WH&S concerns.
Where the hazards are seen as systematic within the workplace and affecting a number of members, delegates are
encouraged to use the strategies outlined above.
Delegates can also use the process outlined in 5.5 to assist members to pursue a grievance.
48 | Delegates Handbook

5.3 Workers compensation and
injury management
Members often bring to the union issues and concerns
in relation to workers compensation and injury
management. As a delegate you may be asked for
assistance when an incident or injury occurs at work
or where problems are encountered with claims or a
return to work program.
Prevention in the first instance is best.
Being proactive on health and safety issues can avoid
the need for workers compensation.
The following is a brief outline on the procedures to
follow in the event of a work related injury or illness.
It is not an exhaustive explanation as workers
compensation is a complex area with strict legislative
requirements.
Workers compensation is dependent on the exact
circumstances of each individual incident so outcomes
cannot easily be concluded from other cases.
If someone is injured you should:
• check it has been reported
• investigate the cause of the injury
• assist the member in making a workers compensation
claim
• follow up the progress of the claim, especially if the
member is off work
• refer the member to the PSA’s Member Support
Centre if needed
• provide evidence and witnesses if necessary
• provide support on return to work (RTW)/rehabilitation
• check with management about progress of the RTW
program.
Workplace injury: the
steps to follow
1. Notify injury or illness
Reporting procedures should be readily available in your
workplace as forms, online or phone. If not, raise the
matter immediately with your employer. Any workplace
injury should be reported as soon as possible. The
employer must notify the insurer within 48 hours.
A worker can submit a claim within 6 months of
the injury occurring but will not be able to claim all
entitlements/benefits.
2. Making a workers
compensation claim
Workers compensation claims can only be made if
work is the main contributing factor or the main source
of aggravation of an injury or illness. Travel between
work and home is no longer covered by workers’
compensation unless there is a real and substantial
connection between work and the incident.
See Journey Insurance on the PSA website.
The treating doctor will provide a WorkCover Certificate
of Capacity which will detail if the employee has any
capacity to work and if so, the level of that capacity.
This will determine the type of weekly benefit and the
development of a Return to Work (RTW) plan.
Keep copies of all forms, certificates and associated
documents.
3. Investigation of incident
Whether an injury or illness is caused by an incident or
health hazard, make sure that a proper investigation is
carried out to prevent any recurrence.
For other matters related to Workers Compensation,
such as:
• payment of benefits
• difficulties with payments and claims process
• Declined Workers Compensation Application
• Rehabilitation and Return to Work
• Return to Work Discrimination, etc.
contact the MSC on 1300 772 679, to be advised
accordingly.
Resources
& Links
Workplace Injury Management and Workers
Compensation Act 1998
Workers Compensation Act 1987
Personnel Handbook – available online
https://www.psc.nsw.gov.au/employmentportal/
resources/personnel-handbook
Insurer’s Fact sheet – Your Rights and Responsibilities
SafeWork publications at
http://www.safework.nsw.gov.au or 13 10 50.
Your Employer’s Employee Assistance Program
Workers Health Centre – (02) 9749 7666
http://www.workershealth.com.au
Delegates Handbook | 49

5.4 Discrimination & harassment
DISCRIMINATION
Management has a legal responsibility to ensure that
discrimination and harassment does not occur in the
workplace - whether by supervisors or fellow workers
- and must take prompt and firm action to stop it if it
does arise.
There are both state and federal laws which make
discrimination in the workplace illegal.
What is discrimination?
Discrimination is treating someone less favourably
because of a personal characteristic such as their race,
gender or disability. It also covers age, pregnancy, sexual
preference, marital status, cultural identity and religion.
Direct discrimination
This means treating someone unequally simply because
they belong to a particular group. For example, not
employing someone because they are Aboriginal or not
hiring a woman to be a truck driver.
Indirect discrimination
This is where a rule or procedure appears to treat
everyone equally but results in some people being
unable to comply. For example, height requirements for
employment which most women could not meet.
Sexual harassment
Sexual harassment is a particular kind of discrimination
which includes any conduct of a sexual nature that is
unwelcome and uninvited. It includes any behaviour
which a reasonable person may find offensive, humiliating
or intimidating.
Sexual harassment can include such things as sexual
advances or repeated requests for dates, requests for
sexual favours, unwanted physical contact, leering,
verbal abuse, offensive pictures or jokes (including
those on computers/email), persistent discussion of
someone’s sex life and suggestive comments.
Behaviour such as sexual assault, stalking, flashing and
threatening phone calls are against the law and should
be reported to the police.
Sex-based harassment
Sex-based harassment is any verbal or physical conduct of
a sexual nature that is unwelcome and uninvited. It may
also be behaviour that does not have sexual overtones but
which discriminates on the basis of sex.
50 | Delegates Handbook

Racial harassment
Racial harassment is language or behaviour directed
at another person that is based on race, ethnicity or
cultural background.
Racial harassment may include racially offensive
written or pictorial material, jokes, comments, gestures
and verbal or physical abuse. It may also involve the
repeated, irrelevant, reference to a person’s race or
cultural background and the isolation or segregation of
a person or group on the basis of race or ethnicity.
Remember, when a member decides to take action over
harassment, they must consider, in consultation with
the PSA, not only how they want the matter handled
but what outcome they are seeking.
Discrimination and harassment
as an organising issue
An incident of harassment may become a dispute and
not be confined to just a few members.
Developing a strong workplace discrimination and
harassment policy therefore can be a method of
involving and activating members.
You could raise awareness of the issue by inviting the
PSA’s Gender and Equity Analyst or Organiser to address
a meeting of members.
Discrimination and harassment are serious issues and
it is important that the union works proactively to
eliminate them in the workplace.
.
Action to take
• all public sector agencies must have a written policy on
dealing with harassment and discrimination. Make sure
you have a copy and that members have access to it
• make it absolutely clear that harassment and
discriminatory behaviour is unlawful and strongly
opposed by the PSA
• assure workers who complain about discrimination or
harassment that the union will support them if their
complaint is justified
• the best first step is to advise the member(s) being
harassed – if they feel able to do so – to tell the harasser
that the behaviour is not welcome and must stop
• the member(s) should keep records of any incidents
including dates and times and if possible the names
of any witnesses
• if the discrimination or harassment does not cease,
the workplace policy for dealing with discrimination
and harassment should be followed
• if the agency’s policy is unclear or not appropriate
(for example, if it says a complaint should be taken
up with the manager who is the harasser), the
award or agreement will also outline grievance
procedures to follow
• if the matter is not resolved contact the PSA’s Member
Support Centre which can also help with advice
on making a complaint to the Anti-Discrimination
Board, or the Australian Human Rights Commission.
These matters can also be taken to the NSW Industrial
Relations Commission or the Fair Work Commission.
Resources
& Links
NSW Anti-Discrimination Board - How to deal with
discrimination and harassment: guidelines for union
representatives
Policy and guidelines: Harassment Free Workplace
Policy and Guidelines (available at http://arp.nsw.gov.
au/sites/default/files/Harassment_Free_Workplace_
Policy_and_Guidelines.pdf)
NSW Anti-Discrimination Board
Web: www.lawlink.nsw.gov.au/adb
Phone: (02 9268 5544 or 1800 670 812
TTY: (02) 9268 5522
Newcastle (02) 4926 4300
Wollongong (02) 4224 9660
Your Employer’s Employee Assistance Program
Australian Human Rights Commission)
Web: www.humanrights.gov.au
General enquiries: 1300 369 711
Complaints hotline: 1300 656 419
Email: infoservice@humanrights.gov.au
TTY 1800 620 241.
Delegates Handbook | 51

5.5 Grievances
One of the most important areas of responsibility for
delegates is handling grievances for individual members.
Your role as delegate is first and foremost to ensure
that the member understands their rights when either
pursuing or responding to a grievance.
It is also important that these rights are respected by
management.
Remember: the member is placing their trust in you -
never discuss their situation with other members.
If you need to discuss the matter with another delegate
or a PSA staff member, first seek the member’s
permission.
Always treat individual matters confidentially.
The suggestions in section 4.1 Steps for dealing with
issues in the workplace should be followed when a
member first approaches you for assistance with a
grievance. Delegates should refer to the relevant
grievance handling process set out in their award or
enterprise agreement.
For example, the Crown Employees (Public Service
Conditions of Employment 2009) Award specifies:
• all grievances should initially be dealt with as close to
the source as possible then be taken higher if necessary
• the member should notify their immediate manager of
their grievance in writing, request a meeting to discuss
the matter and state the outcome they are seeking*
• the manager should then call a meeting within two
working days or as soon as practicable from the time
the matter is brought to their attention to try to resolve
the issue
• if the immediate manager cannot resolve the matter,
the member can ask for the next level of management
to step in. Again, the manager has to respond within
two working days. The matter can proceed up the
levels of authority as far as the Department Head
• the Department Head may refer the matter to the Public
Employment Office for consideration
• if the matter remains unresolved, the Department
Head must write to the member (and any other party
involved, such as the union) stating what action is
being taken; and if none, why
• if the grievance is still unresolved, the member, the
union, or the Department Head, can refer the matter
to the NSW Industrial Relations Commission.
*Amendments to the Public Service Conditions of
Employment Award now allow a grievance to be lodged
with an “appropriate senior officer”. This overcomes the
situation where the grievance involves the immediate
supervisor or manager.
NOTE: a member can ask for assistance from the union at
any stage
Organising around grievances
As with other workplace issues that concern individuals,
look at ways of broadening the matter to involve the
whole workplace. For example, a grievance might involve
workload issues, lack of appropriate training or career
opportunities, or problems with the workplace culture.
Once you have established an issue is of general concern,
use it as a focal point for organising a campaign.
This type of action displays the union’s commitment to
resolving workplace grievances in a positive, productive
and proactive manner and demonstrates the benefit of
being a union member.
Ethical considerations
You may encounter a situation where both the person
with the grievance and the person (or persons) the
grievance involves are all union members.
In this instance, you should represent the member
who has approached you while the other parties can
be represented by another delegate, PSA Organiser or
Industrial Advocate.
It is important to avoid a real or a perceived conflict of
interest in situations such as these.
There should be a transparency of process at all times and
natural justice should be accorded to all involved.
The matter should also be dealt with in a timely manner.
The issue of representation of a supervisor or manager
who is a union member is covered in the PSA statement
of ethics. (See Section 6.4)
Resources
& Links
PSC - Dealing with employee work-related concerns and
grievances (available at http://www.psc.nsw.gov.au/)
Government Sector Employment Act 2013
Crown Employees (Public Service Conditions of
Employment) 2009 Award
PSC Performance Management Policy and
Guidelines 1998PSC, Ethics and Conduct (available
at http://www.psc.nsw.gov.au)
Your Department’s Employee Assistance Program
52 | Delegates Handbook

5.6 Performance and conduct
As a delegate you may be asked
to assist a member in relation to
work performance or conduct.
In such cases, it is important to ensure that the member
subject to a performance review or deemed to have
engaged in misconduct understands the nature of the
allegations:
• is not bullied or harassed during the investigation
process
• is aware the situation may mean going to meetings
with the member as a support person and/or
explaining any elements of the process to them
• federal enterprise agreements should contain
detailed process for how performance and conduct
issues are to be dealt with.
For members within NSW public service departments
or related entities, there are procedural guidelines
outlined in the Government Sector Employment (GSE)
Act to deal with:
• unsatisfactory performance
• misconduct
• serious criminal offences.
Performance management and
unsatisfactory performance
Performance management
Agencies should have performance management
systems and guidelines for dealing with unsatisfactory
performance.
Specifically, the core requirements of performance
management systems are to:
(a) set and clarify expectations for employees
(b) monitor employee performance
(c) plan and review employee performance
(d) develop employee capability
(e) recognise employee achievements
(f) resolve unsatisfactory employee performance.
The unsatisfactory performance of an employee is to
be determined in reference to an agency’s performance
management system. Disciplinary action should only
be implemented as a last resort after the member has
been given a reasonable opportunity to improve and to
respond to management’s view of their performance.
When assisting a member with a disciplinary issue,
delegates should be aware of Rule 36 of the GSE Rules
which outlines specific procedures which need to be
followed by the agency.
In particular:
• Agencies are required to take reasonable steps to
advise the employee that his or her performance
is unsatisfactory and the basis on which it is
unsatisfactory.
• The employee is to be notified that the agency head
is proposing to take specified action which includes:
the termination of employment; the reduction in
remuneration payable, classification or grade, or an
assignment to a different role.
• The employee is given reasonable opportunity to
respond to the notice and
• The agency head must take this response into
consideration.
Misconduct
When assisting a member who has been notified of an
allegation against them, the following procedures need
to be followed by an agency:
• The member is to be given details of the allegation of
misconduct and notified of the action under s 69(4) of
the GSE Act which may be taken against them.
• The member must be given a reasonable opportunity
to make a statement in relation to the allegation.
• If there is a finding of misconduct, the member should
be notified of the proposed action to be taken by the
agency.
• Following this, the member is to be given a reasonable
opportunity to make submission in relation to the
proposed action.
• This submission must be taken into consideration by
the agency.
Delegates Handbook | 53

5.7 Review of promotion decision appeals
Promotion review processes are intended to increase
oversight and accountability of appointment decisions.
As a delegate, you may be asked to provide advice in
relation to how members go about lodging an appeal.
For members in NSW public service departments and
related entities, the appeals process is set out within Part
4 of Government Sector Employment Act Rules 2014.
For members within Universities, TAFE or State Owned
Corporations, where there is an equivalent process, it
will be found in the enterprise agreement.
Promotion decision appeals
under the Government Sector
Employment Act 2013
Delegates should be aware of a number of important
provisos when seeking a promotional decision review:
• A review can only occur if the person who was
successful in being awarded the position was an ongoing
employee prior to position being awarded.
• The process is only applicable to non-executive
employees and
• The employee appealing the promotional decision
must have unsuccessfully applied for the promotional
position in question.
Request a review
A request to review a promotional decision must be in
writing to the head of the agency concerned.
This request must be made within 10 business days
after the person appealing has been notified of the
promotion decision.
The review
Promotion decisions appeals are conducted internally
within an agency by a senior executive who was not
involved in the selection process for the role.
Unlike the previous appeals system, appeals are limited
to looking at whether the process behind the decision
to appoint someone to a promotional role was irregular
or improper, in whole or in part.
The review is to be conducted within 10 business days
after the request for the review is made.
The appeal process cannot go into the merits of
candidates.
Outcome
If the reviewer finds that the promotion decision was
not improper or irregular, the reviewer may confirm the
promotion decision.
However, where the reviewer finds that the promotion
decision was in any way improper or irregular, they may
make a recommendation to the agency head that the
promotion decision be revoked and another selection
process carried out for the role in question.
The decision of the reviewer is final.
Resources
& Links
Part 4 of the Government Sector Employment Act Rules
54 | Delegates Handbook

5.8 Work and family issues
Most workers will need to manage family responsibilities at some point in their working life.
Parental Leave
Under the Commonwealth Paid Parental Leave Act 2010,
all eligible employees who are the primary carer of a
newborn or adopted child are entitled to 18 weeks leave
paid at the national minimum wage.
These payments are made to the employer in the first
instance, who then passes them onto the employee.
Payments can be paid before, after or at the same time
as other entitlements such as annual leave and long
service leave.
Paid parental leave from the Federal Government does
not affect or replace paid parental leave contained in an
award or enterprise agreement.
Most awards and agreements to which the PSA is party
contain provisions for paid parental leave.
Legislation prohibits discrimination on the grounds of sex,
pregnancy, breastfeeding and responsibilities as a carer.
In March 2001, discrimination on the grounds of carers’
responsibilities became unlawful in NSW under the Anti-
Discrimination Act 1977.
As a result, it is illegal for an employer to treat employees
or job applicants unfairly or in a manner which
disadvantages them due to those responsibilities.
The federal sex discrimination law also prohibits
discrimination due to sex, pregnancy and family
responsibilities.
Balancing work and family
Most awards and agreements to which the PSA is party
will have provisions for flexible work practices and
flexible working hours.
Most agencies also have policies such as flexible working
hours agreements and flexi-time agreements along with,
in some cases, specific work and family policies.
Legal rights
The right of workers to balance their work and family
responsibilities is protected under state and federal law.
Awards and enterprise agreements also set out parental
leave entitlements, arrangements for part time work and
reasonable working hours.
Delegates Handbook | 55

Flexible workplace
arrangements
These work practices can include:
• working less than full time hours
• variable start and finish times
• Paid parental leave
• the right to request to work part time until your child
commences school
• leave for family, community & other responsibilities
• Sick leave to care for a family member, sometimes
known as Personal/Carers Leave
• Purchased leave
• varying the location of work, e.g. working from home
or telecommuting
• job sharing
• career break schemes
• work-based childcare or subsidised childcare
• paid lactation/breastfeeding breaks
• facilities for breastfeeding such as mother’s or family
rooms.
Securing individual flexible
work arrangements
Members wishing to make changes to their working lives
in order to meet their family and other responsibilities
need to:
• consider and plan the best options
• make sure their ideas are realistic for the workplace
(for customer service employees, for example,
working from home may not be an option)
• gather all the necessary information – check out the
award/agreement, the Premier’s Circulars / Memos etc. –
the agency’s EEO unit will also be able to provide advice
• approach their supervisor or manager with a proposal
– this will need to outline how the requirements of
the employer can continue to be met rather than just
the member’s needs
• be flexible – remember, flexible work agreements are
to be agreed between the parties.
When an agreement is reached, make sure it is written
down and signed by both parties.
Any such agreement should include the:
• type of arrangement
• hours of work
• duration of the agreement
• position(s) involved
• agreed right of a return to previous working
arrangements and
• other relevant information (for example, if a job share,
the arrangements in the event one employee decides
to leave etc.).
Organising for family friendly
workplaces
If a member in your workplace is having problems
balancing work and family responsibilities, chances are
others are experiencing similar difficulties so look for the
bigger picture. Improving the way your workplace deals
with work and family issues can be a great recruiting
avenue, as well as a means of activating existing and
potential members.
Methods to place work and family issues on the agenda:
• raising the issue at a workplace group meeting,
Departmental Committee or JCC
• conducting a survey of the workplace or starting a
petition
• producing a newsletter about work and family issues
• talking to part-time and casual workers
• a lunchtime meeting about work/life balance
building coalitions with other unions, students,
parents organisations or campus childcare centres.
Resources
& Links
See the PSA’s factsheets on the website www.psa.asn.au
PSA’s Gender & Equity Analyst
membersupport@psa.asn.au Phone 1300 772 679
See the Public Service Commission’s website at
https://www.psc.nsw.gov.au/employmentportal/
resources/personnel-handbook for the Personnel
Handbook and policies
Your Department’s Employee Assistance Program
NSW Anti-Discrimination Board
Website www.antidiscrimination.justice.nsw.gov.au
Phone (02) 9268 5544 or
1800 670 812
TTY (02) 9268 5522
Newcastle (02) 4903 5300
Wollongong (02) 4267 6200
56 | Delegates Handbook

5.9 Reviews and restructures
The NSW Government is in the process of restructuring the Public Sector in a manner that is unprecedented in the
modern era. Restructures are driven by direct savings objectives, removing “duplication” and “streamlining services”,
creation of SES bands, machinery of Government changes where functions are moved between Clusters, and other
policy driven reforms (such as privatisations) affecting the nature and scope of services.
The broad phases of a restructure are: announcement, consultation, implementation, review.
Consultation
Employers have an obligation under a range of industrial
instruments to consult with the PSA and members
regarding significant change, which includes restructures.
Meaningful consultation must be undertaken by
providing staff and the union with an opportunity to
influence the decision-making. It must be more than an
exchange of information.
A restructure should be based on a Change Management
Plan that complies with conditions in a relevant award or
enterprise agreement and relevant legislation or policy.
The earlier the union is involved in the review and
restructure process the more effective it is able to be.
Steps to take when you hear about a restructure:
1. Let the PSA know. Don’t assume the agency has
notified the PSA correctly.
2. Read any relevant policy/guidelines (see resources
below).
3. Try to obtain the initial Change Management Plan for
the restructure.
4. Collate and communicate information with members
especially the Change Management Plan.
5. Advise members of their basic rights:
• that the agency is required to follow due process.
• encourage them to participate in the consultation
process
• to a fair and transparent process in line with natural
justice principles
• to be treated with dignity and respect.
7. Canvass views of members and hold meetings.
Explain the agency’s obligations and the union’s role
in the process.
8. Ask non-members to join the union.
9. Collate information gathered from members to
enhance negotiation position.
10. Stay in touch and work with your organiser, Industrial
Advocate, the MSC, Workplace Delegates.
11. Together, advocate and negotiate on members’
behalf around the Consultation Plan.
12. Strategise with other delegates and PSA staff about
possible courses of action including industrial
dispute where process breaks down.
Delegates Handbook | 57

Implementation – filling of
positions
One aim of the consultation phase is to ensure that the
implementation phase best serves the interests of PSA
members. Implementation should usually adhere to the
following principles:
• a right to direct appointment if 80% of the new role
is the same as their current role – the union should
be represented on the job evaluation panel to ensure
this process is fair and unbiased
• matching based on mutually agreed current work
duties not outdated position descriptions
• if more employees than ongoing roles, roles put
out to eoi and every affected applicant awarded an
interview
• if more employees than ongoing roles, interest in
VRs called for before recruitment processes are
undertaken
• every effort must be made to match current
employees to ongoing roles
• if fewer employees than roles remain, a matching
process should be undertaken prior to any other
recruitment
• for directly matched roles, job swaps should be made
available and every effort made to facilitate these
• recruitment action should be from highest to lowest
position
• recruitment action in first instance should be limited
to those at Grade.
Delegate activity may include:
• work to ensure process matches what is negotiated in
Change Management Plan
• ensure agreed process followed fairly
• participate in negotiations
• advocate for members around specific placement
issues and issues of interpretation e.g access to flexible
work
• regular two-way communication with members on
what is happening
• support and advise members through any redeployment
processes.
Resources
& Links
Resources to help members and delegates are
located on the PSA website under the Resources
tab.
Resources include:
• Fact Sheet: What you can expect when you are
facing a restructure
• Fact Sheet: What to expect if you are declared
excess
• Fact Sheet: Changes you can expect if you are a
Senior Officer or SES Officer
• An indicative example of progression of a
restructure
• PSA training course: Dealing with Restructures
Workshop
• Government Sector Employment Act 2014
(GSEA
• PSC Directive 2011-014, Agency change
management guidelines
• PSC Directive 2011-023, Voluntary redundancy
program guidelines
• PSC Directive 2011-007, Managing excess
employees
• PSC Directive 2011-009 Case management and
redeployment guidelines
• PSA Guidelines on assignment to role of Public
Service senior executive and non-executive
employees
• http://www.safework.nsw.gov.au/__data/
assets/pdf_file/0007/54268/tip-sheet-11-workrelated-stress-1083.pdf
58 | Delegates Handbook

5.10 Contracting out and privatisation
The outsourcing and privatisation of public services in
NSW is a major issue facing the union movement.
The favoured argument that the private sector can
deliver a cheaper, more effective service than the public
sector has never been proven or quantified.
This privatisation push will continue – it has no political
boundaries. Privatisation comes in many different forms:
Competitive tendering - where both private and
public providers bid to deliver a service
Contracting out (or outsourcing) - where the private
sector directly provides a service or constructs and runs
a facility
Public-Private Partnerships - where the private sector
provides part or all of the funding of a public asset or
service.
Organising around privatisation
Most public sector workers have strong anti-privatisation
views as do many members of the community.
In the workplace, harnessing that sentiment can be a
powerful recruitment tool.
The better your workplace organisation from a PSA
standpoint and the wider your communication network
within that environment, the more likely you are to hear
about any new proposals from management.
Find out all you can about any proposed change and
arm yourself with as many facts as possible.
Then ask management:
• for a guarantee that no jobs will be affected
• to provide documentation of how the proposal will
improve efficiency and cut costs.
The sooner you inject the union into the situation
and challenge a proposal backed by the support of
your members, the greater chance you have of either
overturning the move or at least minimising the impact.
Keep your PSA Organiser or Industrial Advocate
informed of any privatisation plans.
Where a proposal will affect service delivery to the
public, a community based campaign - in consultation
with your PSA Organiser - can be considered with
activities such as:
• handing out flyers on how the proposal will affect the
service you provide to the public
• distributing petitions
• placing banners or posters where they can be seen by
the public (for example, at a lunchtime rally or protest)
• seeking support through the local media
• a letter writing campaign to the relevant minister or
local MP.
Resources
& Links
Reforming the public sector - Department of Premier
& Cabinet.
Consultative arrangements: policy and guidelines -
Dept. Premier & Cabinet.
Red Tape and the PSA website contains information
on current campaigns and responses to privatisation.
PSA bulletins.
Delegates Handbook | 59

Section
6 Resources
6.1 Legislation, awards and agreements
6.2 PSA statement of ethics
6.3 Members Complaints Resolution Process
6.4 PSA meeting procedures
6.5 Value-added services
6.6 PSA resources
6.7 Tools for delegates
6.8 PSA contacts
60 | Delegates Handbook

6.1 Legislation, awards and agreements
As a delegate, members may ask you questions related to
the conditions, pay and a variety of rights and conditions
in the workplace.
This section outlines some of the key pieces of legislation
and other documents that will help you find the answers.
Within the PSA’s areas of coverage, public service
departments and related entities are governed by
NSW industrial relations law while Commonwealth
legislation covers our areas in Universities, TAFE, State
Owned Corporations and some private corporations.
These laws set out important ground rules such:
• how unions operate
• the making of awards and agreements
• resolving disputes (including unfair dismissals) by
the independent umpire (the Industrial Relations
Commission (NSW) or Fair Work Commission (Federal)).
NSW
New South Wales Industrial Relations Act 1996
Federal
Fair Work Act 2009
Conditions of employment
For most employees in NSW public service departments
and related entities, conditions are set by:
• Government Sector Employment Act 2013
• Crown Employees (Public Service Conditions of
Employment 2009) Award
• Crown Employees (Transferred Employees
Compensation) Award
Salaries are set by:
• Crown Employees (Public Sector – Salaries 2008) Award
• Some agencies have their own awards that set out
salaries and conditions specific to those workplaces.
You can find links to a list of awards and agreements on
the PSA website.
The salaries and conditions of employees under
the federal system are contained within enterprise
agreements.
Links to a list of the agreements that apply to our
members is also available on the PSA website.
As a delegate, it is important to remember that awards
and agreements are:
• negotiated by the union
• law and cannot be altered or disregarded by the
employer
• enforceable through the NSW Industrial Relations
Commission or Fair Work Commission.
Policies and guidelines
A number of rights or conditions will be set out in
workplace policy or guidelines.
They are different to awards and agreements in that
they are issued by the employer and as such can be
changed by the employer at any time.
However, it is important for delegates to be actively
involved when these policies are being developed or
altered.
Further, it is important that you are aware of the policies
that are in place in your workplace and how they apply
to members.
Workplace specific policies can be accessed from your
HR section or intranet, while those that are public sector
wide can be found on the Premier and Cabinet website.
http://www.dpc.nsw.gov.au/
The following Acts apply to all members of the PSA and
may also be useful:
Health and safety
• Work Health and Safety Act 2012
• Workplace Injury Management and Workers
Compensation Act 1998
• Workers Compensation Act 1987
Discrimination
• Anti-Discrimination Act 1977 (NSW) including
• Carer’s Responsibilities Amendment
• Racial Discrimination Act 1975 (Federal)
• Sex Discrimination Act 1984 (Federal)
• Disability Discrimination Act 1992 (Federal)
• Human Rights and Equal Opportunity Commission Act
1986 (Federal)
Government information and privacy
• Government Information (Public Access) Act 2009 (GIPA)
• Privacy and Personal Information Protection Act 1998
• Health Records and Information Privacy Act 2002
• Freedom of Information Act 1982
Delegates Handbook | 61

6.2 PSA statement of ethics
Members who make up the PSA come from diverse backgrounds and hold a variety of views and expectations. We
should ensure that their rights are observed and that the diversity of views is taken into consideration during meetings
etc. Delegates should maintain open and honest communication and treat all members and staff in a respectful manner.
Balancing diverse member interests can at times be challenging. However all members no matter what their workplace
role must be treated equally.
Disclosure and Perceived Conflict
On occasions a member’s workplace role may be perceived by other members as posing a conflict. The onus on all
members is to disclose if they have a conflict of interest and to determine how best to manage that conflict.
It is not the role of other member’s or delegates to determine if a PSA member has a conflict or how that conflict should
be managed. However it is recognised that the management of perceived conflicts by delegates can be complex and
advice in these situations may be sought from a PSA Organiser.
62 | Delegates Handbook

6.3 PSA Members Complaint
Resolution Process
The PSA is committed to quality customer service. We now have a nominated Complaints Officer to handle complaints
from members.
In the first instance, Delegates are encouraged to attempt to resolve complaints locally. If this is not possible and the
complaint relates to the following:
• a service that the PSA has provided or not provided to the member
• the conduct of any honorary official eg. Delegates (however if that honorary official is employed by the same
organisation as the complainant, and the matter complained about occurred in the workplace, then the complaint
should in the first instance be dealt with through relevant internal organisational dispute resolution mechanisms)
• the conduct of any staff member of the PSA
• the application of PSA rules and policies
then the following process should be followed upon receiving a complaint.
If the member believes that their complaint cannot be resolved in an informal way, the member should be advised
to access the Member Complaints Resolution Operational Policy and to contact our dedicated Complaints Officer
for further advice.*
The Complaints Officer will contact the complainant to acknowledge receipt of complaint.
The Complaints Officer will undertake to assess the merit of the complaint
Following investigation of the complaint, the Complaints Officer will make recommendations and advise the
complainant.
* The Member Complaints Resolution Operational Policy and contact details for the Complaints Officer can be found on the PSA website.
Please note that natural justice principles will often mean that the subject of the complaint may need to be advised as to the identity of
the complainant
Further details of the roles and responsibilities in the complaints handling process can be found in the Member Complaints
Resolution Policy.
Delegates Handbook | 63

6.4 PSA meeting procedures
The following outlines the broadly accepted rules of meeting procedure.
Formal meeting procedures for the PSA bodies such as
the Central Council and the Executive are set out in PSA
By-laws of the PSA Rules and By-laws.
Formal meetings of the membership will usually involve
voting on an agency-wide issue, which may involve
industrial action, or on service wide matters such as logs
of claim and pay rises.
Formal procedures are particularly important for
uniformity where a matter is being voted on in a number
of different workplaces.
Preparation
Circulate the notice of any meeting promptly to members.
The meeting agenda should include:
• opening and approval of agenda
• apologies
• minutes of previous meeting
• business arising from those minutes
• correspondence
• business arising from that correspondence
• reports
• general business
• closing.
The Chairperson
The Chairperson should:
• keep order and permit those who have something
relevant to say to speak without interruption, and
• know the union’s rules, be familiar with meeting
procedures and have a good understanding of PSA
activities.
Opening a meeting
Before beginning, the meeting should be called to order.
The Chairperson should ask attendees at the meeting for
any disclosures. (See PSA Statement of ethics Section 6.4)
Branch or workplace group rules will normally specify
the minimum number of members who must be
present for the meeting to proceed (i.e. a quorum).
Decisions made without a quorum are not legally
binding so check that a quorum exists before opening
a meeting.
Members cannot leave a meeting before business is
concluded if their departure means that the meeting
will no longer have a quorum. (Quorum numbers are
specified in the PSA Rules and By-laws.)
If a quorum is present, the meeting can be opened.
64 | Delegates Handbook

Apologies and attendance
The Chair should call for either written or verbal
apologies for those unable to attend.
These should be recorded in the minutes by the Secretary.
Attendance lists should be kept at all meetings except
those under PSA Rule 76 (General Meetings).
Minutes and business arising
Minutes of the previous meeting should be distributed
and a report prepared by the Secretary on any business
arising from those minutes.
Minutes should include all decisions of the meeting
in the form of motions with the names of movers and
seconders and whether the motions were carried or lost.
Amendments should be recorded in full and in order
of presentation, whether they were successful or
unsuccessful.
As well as motions and amendments, the minutes should
include the type of meeting, the date, venue, the opening
and closing times and the name of the Chairperson.
Once the minutes of the previous meeting have been read
out, the Chair calls for someone to move the minutes be
accepted.
This provides the opportunity to correct any mistakes.
Any corrections should be made subject to the approval
of the meeting.
Remember, the minute books are official records and
can be tabled in a court of law.
In “business arising”, questions can be raised about matters
requiring action noted in the previous minutes.
Correspondence
If outward correspondence needs to be endorsed, it can
be tabled rather than read in full.
It should be moved and seconded that the:
• inward correspondence “be received”
• outward correspondence “be confirmed”.
If action is required on matters raised, it can be under
“business arising” or a later agenda item.
Any action required should be in the form of a motion.
Correspondence can be divided into:
• major items to be read in full
• minor items to be read in part and
• routine mail to be tabled (after advising the meeting
of its contents).
Reports
The Chair should advise those giving reports of the time
allocated and that they must keep within the timeframe.
Try to get members of the Executive or other committees
to give reports to the meeting as they are elected
representatives and should keep other members
informed.
Reports may be “received” or “adopted”. A report that is
“received” does not commit the meeting to action. One
which is “adopted” indicates general approval of the
course of action. Information reports are usually “received”.
General business
Matters of which prior notice is given or which require
more discussion than allowed under business arising
can be dealt with under general business.
Once these issues are dealt with, other matters of
general business can be raised.
Some meetings are called for a specific purpose and do
not normally deal with any other business.
Speaking
A member may speak only once and not for longer
than five minutes on any particular issue. However, the
mover of a resolution has ten minutes to introduce the
subject and five minutes to reply.
Points of order
The only legitimate grounds for raising a “point of order”
against a speaker are:
• not speaking to the motion or wandering off the point
• using abusive language
• breaking a rule of the union
• breaking standing orders or an accepted rule of debate.
Being factually incorrect, illogical or misleading is not a
ground for a point of order.
When a member raises a point of order they should
state what PSA rule has been broken.
The Chairperson should rule clearly and confidently on
the point of order outlining their reasons.
Motions and amendments
Motions should be a call for action, rather than a
statement. They should specify who is to take the action
and the form it should take.
Delegates Handbook | 65

Moving and seconding
All motions and amendments should preferably be in
writing and must be seconded before being debated.
Seconding takes place immediately after the mover
has read out the motion. If a motion does not have a
seconder, it lapses automatically.
A motion can be seconded “pro forma” which means the
seconder wishes to hear the arguments in favour. After
hearing the arguments they may withdraw the seconding.
Amendments
An amendment must be relevant to the original motion.
It cannot be against the original motion, it can only
modify it. An amendment that is carried becomes the
motion.
Foreshadowed motions
If a member wishes to put a motion in a different form
to that before a meeting, they can oppose the motion
and foreshadow another.
The foreshadowed motion should be read to the
meeting. If the original motion is lost, the foreshadowed
motion can then be moved. If the original motion
is carried the foreshadowed motion lapses if it is
inconsistent.
Notice of motion
Motions can be placed “on notice” so that members are
aware they are going to be debated.
Debate
Speakers should be taken in turn (one “for” and one
“against”) with no more than two speakers for each
side of the debate consecutively. In a long or complex
debate, the arguments should be summarised by the
Chair from time to time.
The Chair should ensure that all issues are raised and
considered. If the debate becomes repetitious, the Chair
can end debate and put the motion or amendment -
subject to the approval of the meeting.
A member can also move the “motion be put” or the
“vote be taken”. This should be seconded and put
to the vote quickly. If passed, the motion, and any
amendments, are put immediately to the meeting. The
mover of the original motion has a right of reply.
The “closure” of debate should be moved and seconded
by members who have not spoken in the debate. Before
accepting the closure, the Chair should be satisfied
there has been reasonable discussion and minority
views have been heard.
Chairperson’s voting right
The Chairperson has the option to vote. They can vote
“for” or “against” the motion, or abstain. In the event
that a vote is tied, the Chair also has a casting vote.
Voting on a motion
Once a motion is moved:
• Chairperson calls for a seconder
• seconder seconds the motion
• mover states reasons for the motion and why it should
be supported
• seconder speaks in support of the motion
• Chairperson asks is there any opposition to the
motion (if not, the vote should be taken immediately)
• speaker against provides reasons why the motion
should not be supported
• Chairperson calls for further speakers in favour and
against
• mover may wish to exercise the “right of reply”
• Chairperson takes the vote on the motion and declares
the result.
Before taking a vote, the mover should be asked whether
they wish to exercise the right of reply to respond
to arguments from opponents. The reply should not
introduce new points.
The motion or amendment should be read out to the
meeting so that everyone is clear on the wording.
Where tellers (vote counters) are used, they should be
members who have not spoken in the debate and are
acceptable to the meeting. Votes in small meetings can
be counted by the Chair or Secretary.
66 | Delegates Handbook

Voting on an amendment
Only deal with one amendment at a time. If there are more
than one all except the first should be foreshadowed.
• mover announces motion
• Chair calls for seconder
• seconder seconds motion
• mover speaks in support of motion
• seconder speaks in support of motion
• Chair calls for opposition
• speaker against speaks
• speaker for speaks
• mover of amendment announces amendment
• seconder called for
• mover of amendment speaks in support
• seconder speaks in support
• Chair calls for opposition to amendment
• mover of motion replies to arguments against (if desired)
• Chair takes vote on the amendment
• if carried, amendment becomes motion
• other speakers on the motion called for
• speakers speak alternatively against and for
• Chair gives mover of the original motion right of reply
(if not already exercised)
• Chair puts the original motion (or amended motion)
to the vote.
The mover of the original motion can only speak once but
they have a right of reply. This can be exercised before an
amendment or the original motion is put.
The mover of an amendment does not have a right of
reply.
If an amendment is carried, the amended motion is put
to the vote. If not, the original motion is put.
Suspending standing orders
Standing orders may be suspended to:
• consider an item of importance not on the agenda
which cannot wait until other business is conducted
• allow a visiting speaker to be heard.
Dissent from Chair’s ruling
A member who thinks the Chair’s decision is wrong can
“challenge” or “dissent” from the ruling. The Chairperson
then stands aside and the Deputy Chair or someone
elected by the meeting takes over.
The dissenter gives their reasons. In response, the Chair
states their reasons for the ruling.
Both speakers should refer to the relevant rules.
The acting Chair then puts the motion “that the
Chairperson’s ruling be upheld”. After the vote, the
Chairperson returns to the chair.
Moving “into committee” and/or “in camera”
To discuss matters more informally, meetings can
move “into committee”. This permits members to speak
several times.
Meetings “in camera” are confidential. Any persons not
entitled to be in attendance (e.g. visiting speakers) should
leave the meeting.
Closing
Members should be thanked for their attendance and
the date, time and place of the next meeting advised.
Delegates Handbook | 67

6.5 Value added services
Members of the PSA have access to a number of valuable non-industrial services. The PSA provides Journey Insurance,
Group Accident Insurance, a Provident Fund and a scholarship while the others are provided by associated organisations.
Journey Insurance
The NSW Government removed workers’ compensation
for injuries suffered while travelling to or from work,
except in very limited circumstances.
The PSA’s journey insurance covers members if they are
injured travelling to or from work.
Full financial members of the union at the time of the
incident are covered automatically in NSW.
Personal Injury Insurance
Members are insured against accidents which result in
permanent injury or death. The scheme aims to supply
all benefits as quickly as possible. Members can also
cover their immediate family for an extra $11.00.
Provident Fund
By joining the PSA, you are automatically entitled to
the benefits of Provident Fund membership. The fund
provides payment of $3,500 to nominated beneficiaries
in the event of a member’s death. Members can remain in
the fund until the age of 70.
ACTU Member Connect
ACTU Member Connect, in conjunction with various
businesses, has set up a number of beneficial services
for union members.
Refer to their website for a list of detailed benefits:
www.memberconnect.com.au.
Welfare Rights Centre
Members can obtain assistance from the Welfare
Rights Centre on all social services. This includes family
allowances, sickness, births and deaths, child maintenance
payments, childcare, youth allowance, sole parenting,
relatives coming from overseas, unemployment, and
more.
DON’T GET TRIPPED
UP TRAVELLING TO
OR FROM WORK
For more information call WRC on (02) 9211 5300 or
1800 226 028.
PSA scholarship
The PSA awards a scholarship each year to a daughter
or son of a PSA member who is entering the first year
of a full-time university course. The scholarship is $850
per year, and is renewable annually. The scholarship is
advertised in Red Tape towards the end of the year.
Legal service
Members can access personal legal services by obtaining
a referral from the PSA. The solicitors are experienced
in a wide range of matters. The first consultation is free
(conditions apply). To obtain a referral, call the PSA on
1300 772 679.
NOTE: Industrial cases are covered by your PSA membership.
JOIN THE PSA GO TO MEMBERSHIP.PSA.ASN.AU
PSA JOURNEY
The is now with you on your way to and from work The policy can provide salary compensation with weekly
thanks to our journey insurance policy.
injury benefits - 85% of salary up to $1,500 for up to 104 weeks
(up to 26 weeks for members 66 to 70 years of age).
In 2012, the NSW State Government removed workers
compensation for injuries suffered while travelling to or Full financial members of the union at the time of the incident
from work.
are covered automatically in NSW.
The PSA journey insurance policy brings back
peace of mind.
Non-members just have to watch their step.
INSURANCE
* Policy coverage is subject to the policy schedule and the terms/conditions of the policy wording - Employee Journey Personal Accident Insurance AH 670.3 PDS JM 09/01176.2
Authorised by Anne Gardiner, General Secretary, PSA of NSW, 160 Clarence Street, Sydney
68 | Delegates Handbook

6.6 PSA Resources
Gender and Equity Analyst
The PSA Gender and Equity Analyst has resources available to
assist you to organise in the workplace, including fact sheets
on domestic violence, carer’s leave, FACS leave, purchased
leave, lactation breaks and maternity leave. Posters are
available. Most of the facts sheets and other resources,
including submissions on behalf of women members are
available on the PSA website.
For more information contact the Women’s Unit on
1300 772 679 or email membersupport@psa.asn.au
PSA website
The PSA’s website contains a wide range of useful resource
material and publications.
The address is www.psa.asn.au
Training
The PSA runs a wide range of general training courses for
members and delegates. Attending union training is an
excellent way to learn skills, deal with challenges at work
and improve the quality of your workplace life.
Courses include: role of the delegate, dealing with
member issues, negotiation, speaking in public, women in
the union, dealing with bullying in the workplace, dealing
with restructures.
The session times and updates are available on the PSA
website: http://psa.asn.au/ or email training@psa.asn.au.
Regional training is provided for members outside the
Sydney area. To be part of a “Regional Workshop”, contact
your PSA Organiser. The content can be tailored for each
group’s needs.
These courses are available at no charge to PSA (CPSU)
members.
Special leave for trade union
training
Most NSW public sector members are entitled to paid Trade
Union Training Leave. Your PSA Organiser can provide details.
Communications
The Communications Directorate publishes the union
journal, Red Tape, maintains the PSA’s website (www.psa.
asn.au) and social media presence as well as driving media
and publicity for the PSA. It designs posters, brochures,
merchandise and more.
The unit also produces a general email news bulletin as well
as agency or issue specific emails including Women@Work.
For more information, email communication@psa.asn.au.
Aboriginal Liaison Officer
For more information contact 1300 772 679
Industrial Advocates/Organisers
Industrial Advocates and Organisers cover each workplace
in the state.
While you as the delegate are the main PSA presence
at work, Organisers provide information, support and
help set up structures such as workplace groups and
departmental committees.
Industrial Advocates negotiate agreements and awards,
take cases to the Industrial Relations Commission, the Fair
Work Commission and other tribunals as well as provide
detailed industrial advice.
What is the PSA Member
Support Centre (MSC)?
The PSA’s Member Support Centre (MSC) provides an
efficient and effective central contact point for members.
All initial enquiries from members go through the MSC.
Call 1300 772 679.
Trained Advocacy and Case Management Officers
(ACMOs) assist members and delegates by empowering
them to identify solutions and actions they can take
to resolve issues at the local level. For example, does a
member enquiry require an individual response or is it a
collective issue and thus an organising opportunity?
ACMOs also provide guidance and industrial advice as
required. The MSC has carriage of industrial matters until
they are the subject of a dispute or nearing that stage.
Where an issue cannot be resolved by an ACMO, it will be
referred to one of our Industrial Managers who will assess
the case and allocate the matter to an Industrial Advocate.
Who covers you?
To find out who in the PSA covers your work area call the
PSA Member Support Centre on 1300 772 679.
Delegates Handbook | 69

6.7 Tools for delegates
STRONGER TOGETHER
Teleconferencing facilities
Where your workplace is spread over different
geographic sites, or you are a non-metropolitan
delegate, the use of teleconferencing can assist you in
conducting workplace group meetings.
The PSA has a teleconferencing facility that allows a
meeting at PSA House to be conferenced into a number
of other phone lines.
Teleconferencing will also enable you to use your own
phone to conference with a number of other members.
Your PSA Organiser or Industrial Advocate will be able
to provide more information on using these facilities.
PSA documents and fact sheets
The PSA has produced a number of fact sheets and
guidelines for the use of delegates.
These are available from the PSA Communications
Directorate in hard copy or electronic format.
Phone 1300 772 679, email communication@psa.asn.au,
or downloads can be found at the PSA website.
factsheet
Carers Leave
Stronger Together
factsheet
Parental Leave
Stronger Together
factsheet
Family and
Community Services Leave
Stronger Together
factsheet
Purchased Leave
Stronger Together
factsheet
Lactation breaks
factsheet
Domestic Violence
Stronger Together
Stronger Together
70 | Delegates Handbook

Resources
& Links
Useful websites
Union
• www.psa.asn.au (PSA)
• www.cpsu-spsf.asn.au (CPSU)
• www.unionsnsw.org.au (Unions
NSW)
• www.actu.org.au (ACTU)
• www.labourstart.org (labour
news from around the world,
including Australia)
• Union international
• www.ituc-csi.org (International
Trade Union Confederation)
• www.labourstart.org (round up of
international union activities)
• www.ilo.org (International Labour
Organisation – ILO)
• www.world-psi.org
(Public Services International)
• www.tuc.org.uk (Trades Union
Congress – UK)
Government
• www.nsw.gov.au (NSW
Government gateway)
• www.dpc.nsw.gov.au (Premier’s
Department)
• www.ombo.nsw.gov.au
(Ombudsman’s Office)
• www.gov.au (Federal
Government gateway)
• www.women.nsw.gov.au
(Department for Women)
• www.icac.nsw.gov.au (ICAC)
• www.parliament.nsw.gov.au
(Parliament of NSW home page)
Industrial relations/awards/
legislation
• www.irc.justice.nsw.gov.au (NSW
Industrial Relation Commission,
NSW legislation)
• www.legislation.nsw.gov.au
(NSW legislation)
• www.fwc.gov.au
(Fair Work Commission)
• www.industrialrelations.nsw.
gov.au (NSW Office of Industrial
Relations)
• www.irc.justice.nsw.gov.au
EEO
• www.humanrights.gov.
au (Australian Human Rights
Commission)
• www.antidiscrimination.justice.
nsw.gov.au (Anti-Discrimination
Board)
WH&S and workers compensation
• www.safeworkaustralia.gov.au
(Safe Work Australia)
• www.workershealth.com.au
(Workers Health Centre)
• www.wiro.nsw.gov.au
(WorkCover Independent Review
Office)
• icare.nsw.gov.au (ICARE)
• www.sira.nsw.gov.au (State
Insurance Regulatory Authority)
Labour issues
• www.workers.labor.net.au
(Workers Online)
Women
• www.wwc.org.au (Working
Women’s Centres)
• www.wgea.gov.au (Workplace
Gender Equality Agency– Federal
Government)
• www.facs.nsw.gov.au
(Department of Family and
Community Services)
• www.humanrights.gov.
au (Australian Human Rights
Commission for Federal Sex
Discrimination)
• www.education.gov.au
• www.employment.gov.au
Indigenous
• www.aboriginalaffairs.nsw.gov.au
(Office of Communities Aboriginal
Affairs)
• www.facs.nsw.gov.au
(Department of Family and
Community Services)
• www.alc.org.au (NSW Aboriginal
Lands Council)
• www.koorimail.com (Koori Mail
newspaper)
• www.humanrights.gov.au (for
Federal Aboriginal and Torres
Strait Islander Social Justice)
Multicultural
• www.multicultural.nsw.gov.au
(Multicultural NSW)
• www.speakout.org.au (Immigrant
Women Speakout Association)
• www.humanrights.gov.au
(for Australian Human Rights
Commission)
Disability
• www.pwd.org.au (People with
Disabilities NSW Inc)
• www.humanrights.gov.au (for
Federal Disability Rights)
• Welfare rights
• www.welfarerights.org.au
(National welfare Rights Network)
• www.ncoss.org.au (NSW Council
of Social Services)
Superannuation
• www.firststatesuper.com.au (First
State Super)
• www.statesuper.nsw.gov.au
(other State super schemes e.g.
SASS, SSS and PSS)
• www.cpsa.org.au (Combined
Pensioners and Superannuants
Association)
General research
• www.sl.nsw.gov.au (State Library)
• www.nla.gov.au (National Library
of Australia)
Delegates Handbook | 71

6.8 PSA Contacts
General Inquiries
Public Service Association
160 Clarence Street
GPO Box 3365,
Sydney NSW 2001
PHONE 1300 772 679
EMAIL
psa@psa.asn.au
FAX (02) 9262 1623
Website
www.psa.asn.au
Training Unit
EMAIL training@psa.asn.au
Membership Section
EMAIL memberpayment@psa.asn.au
Communications Directorate
EMAIL communication@psa.asn.au
Red Tape
EMAIL redtape@psa.asn.au
Regional Offices
Bathurst
Newcastle
Lismore
Tamworth
Wagga Wagga
Wollongong
Phone 1300 772 679
72 | Delegates Handbook

Appendix 'A'
PROUD TO BE UNION
What is a Union?
A union is an organisation of workers who join
together to achieve common goals and to
promote a shared vision, based on fairness and
social justice, of the society they aspire to live in.
Unions advance workers’ rights and provide
support to members, including by negotiating:
wages; conditions of employment; flexible work;
career opportunities; safe work practices; and
workplace policies and procedures.
We achieve, as an organised group of workers, far
more than we can as individuals.
What is the Public Service Association of
New South Wales (the PSA)?
The PSA is the leading voice in promoting the
value of the work you do.
Established in 1899, we are an active, member
driven union that asserts its members’ interests
and advances the value of public services for the
people of New South Wales.
The PSA is not affiliated with any political party.
In 2015 a longstanding ban on donating any PSA
resources to any political parties or candidates
was reintroduced, having been lifted in 2008.
We represent a diverse range of employees
working under both the State and federal
systems, including those working in public
schools, universities, TAFE, corrective services and
state owned corporations, and those working in
specific sectors such as the disability sector.
Why is organized collective action so
important?
We have power in numbers, and strength in unity.
The PSA proudly promotes democratic,
membership-based decision-making at all levels.
Delegate and activist structures in the workplace
provide a member-oriented focus around how we
organise and build power.
It is rewarding to know that as a PSA member you
contribute to creating a fairer workplace for all.
Together we fight to improve wages and
entitlements, as well as job security, innovative
workplace practices and rights at work.
Are there additional benefits to being PSA?
Yes! PSA members enjoy coverage under our
Journey Insurance policy for injuries sustained
travelling to or from work, which the Government
removed from workers’ compensation laws in
2012. The benefit of a Provident Fund (providing
up to $3,500 to your nominee in the event of your
death) is also included in membership fees.
PSA fees are fully tax deductible.
PSA members may also access free legal advice
for non-industrial matters (such as drafting a will)
and discounted banking services and loans with
SCU Credit Union (conditions apply).
In addition, PSA members can access an additional
12 days of paid leave every two years to attend
union training courses and other union activities.
Join the fight to protect and defend public services now!
Securely join online at https://membership.psa.asn.au/join or call our friendly team on 1300 772 679.
Authorised by Anne Gardiner, General Secretary. Public Service Association of NSW, 160 Clarence Street Sydney. 21 June 2016
Delegates Handbook | 73

My conditions of employment are great
and I get a pay rise every year.
Why would I bother being PSA?
Did you know?
Studies show that union membership may
improve life satisfaction by:
Your annual pay rise is not automatic. Instead the
PSA wins these increases by negotiating with the
Government and other employers on behalf of its
members.
You are a beneficiary of the collective strength of
some 38,000 of your colleagues across the state
who are PSA members. Only through our
collective strength as a union are we able to
negotiate on a level playing field with the
Government and other employers.
This is why your colleagues need you to join your
union, the PSA, to advance and protect these
conditions for which we have collectively fought
long and hard.
affording members opportunities to identify,
discuss, and act to improve their working
conditions, heightening self-determination
and reducing feelings of alienation
providing a greater sense of security at work
for members, knowing they have the
protection of their union
offering opportunities for social interaction
and integration, reducing feelings of
loneliness and isolation
enhancing the participatory benefits
associated with more engaged democratic
citizenship.
What else does the PSA achieve for its
members?
The PSA continues to build on its long and proud
history acting on behalf of members in all aspects
of their working lives.
In just the last ten years the PSA has recorded
many landmark and historic achievements,
including securing permanency for long term
temporary staff, various advances for women in
the workplace (such as maternity leave, lactation
breaks and domestic violence leave), and
successful work health and safety prosecutions in
a number of different agencies.
How Do I Join the PSA?
Securely join online for as little as $3.40 per week
at https://membership.psa.asn.au/join, or call our
friendly team on 1300 772 679.
And if you include the details of the colleague who
assisted you to join online, we’ll give them a $75
gift card for taking the time to explain why you too
should be Proud to be PSA.
The PSA also leads the way in campaigning on
issues such as flexible work, workplace bullying,
privatisation, and securing pay equity.
Join the fight to protect and defend public services now!
Securely join online at https://membership.psa.asn.au/join or call our friendly team on 1300 772 679.
Authorised by Anne Gardiner, General Secretary. Public Service Association of NSW, 160 Clarence Street Sydney. 21 June 2016
74 | Delegates Handbook