Informal and Formal Training of Staff - DOC

							Community
Organisation
 Policy and Procedure for
    Staff Management
   For members, employees and volunteers
         working for the community


              Third Edition
               Revision 3.0
             January 1, 2006




            
Staff Management                                    Revision 3.0             January 1, 2006


                                             Table of Contents
POLICY AND PROCEDURES FOR STAFF MANAGEMENT                               3
General Duties                                                            3
Staff Meetings                                                            3
  Policy                                                                  3
  Procedures                                                              3
  Staff Meeting Agenda                                                    4
Staff Responsibility Policy                                               4
Staff Duties Policy                                                       4
Staff Files Policy                                                        4
Staff Media Policy                                                        5
Staff Correspondence Policy                                               5
Grounds for Dismissal of Staff                                            5
  Policy                                                                  6
  Procedure                                                               6
Conference Leave                                                          6
TRAVEL REIMBURSEMENT                                                     7
What trips are work-related?                                              7
 Employee Motor Vehicle Allowance - Travel Between Two Workplaces         7
 Recording Business Kilometres                                            8
PERFORMANCE REVIEW                                                       9
Policy                                                                    9
  Procedures                                                              9
GENERAL DISPUTE AND GRIEVANCE RESOLUTION                                 10
Policy                                                                   10
Procedures                                                               10
  The Informal Procedure                                                 10
  Formal Procedure                                                       11
  Appeals                                                                12
Record Maintenance                                                       12
  Informal Complaint Handling                                            12
  Formal Complaint Handling                                              12
Standard Disciplinary Procedure                                          12


REFER TO Community Organisation Policy and Procedure Manual FOR ALL OTHER POLICY AND
PROCEDURES




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Policy and Procedures for Staff Management
General Duties
   In addition to such duties as relate to the workers specific functions within the centre as detailed in their
   job description, workers employed by the centre are responsible for the following matters:

     Familiarising themselves with and promoting the philosophy, objectives and aims of the centre.
     Implementing the policies and procedures of the organisation and Committee of Management.
     Assisting in the development of centre policies and procedures and the organisational arrangements
      and documents which relate to those policies and procedures.
     Regularly reviewing organisation policy, programs and procedures.
     Contributing to management processes.
     Providing high quality service to the community.
     Assessing and responding to the needs of the local and broader community and initiating new programs
      where appropriate.
     Participating in staff development and training activities relevant to the organisation.
     Participating in formal and informal conflict resolution procedures.
     Liaising with community organisations in order to maintain effective working relationships with those
      organisations.
     Attending meetings and participating in the activities of appropriate community organisations and
      groups.
     Attending staff meetings and, where appropriate, meetings with the Committee.
     Informing the Committee of the organisation’s activities.
     Taking direction from the Executive Officer.
     Adhering to the conditions of employment.
Staff Meetings

Policy
   The meeting will generally follow accepted meeting procedures insofar as all comments, questions and
   responses will be addressed to the chair, and all items on the agenda for a meeting will be addressed at
   that meeting (even if it is to be deferred). In the case of a formal resolution everyone other than the
   proposer is entitled to speak only once. The proposer has the right of reply.
Procedures
     Staff meetings are held on a weekly basis. Attendance at these meetings is a priority.
     Additional ad hoc staff meetings may be called as need arises.
     Responsibility for taking and preparing minutes of the meeting is held by the Reception Officer.
     The Executive Officer is to Chair the meeting and in their absence the Services Manager.
     The meeting follows an agenda to which staff can add items.
     Matters are determined by majority vote or, where appropriate, are referred to the Committee.
     Decisions of the meeting are binding on staff unless and until they are altered by a subsequent decision
      or by a decision of the Committee.
     The issue of whether an agenda item is to be deferred to a subsequent meeting is determined by the
      meeting. Individual members of staff have no right to insist that a matter be deferred.
     It is everybody’s responsibility to treat each other with respect. Each and every staff member has
      valuable and differing contributions and every staff member has a right to be heard and a corresponding
      responsibility to make his or her views known.



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     It is the duty of the chairperson to ensure that staff members who want to speak are given the chance
      and that other staff members do not interrupt.
     Meetings are normally held every second Thursday, at 10am.
     Where a matter is to be referred by staff members to the Committee, the following procedure is
      followed:
             The Executive Officer makes a note of the matter; and
             The Executive Officer adds the matter to the list of proposed agenda items to be forwarded to
              the secretary of the Committee for consideration at the next meeting.
             Urgent matters may be discussed under Other Business.
Staff Meeting Agenda
   The meeting considers the following matters in order as follows:

     Attendance (apologies)
     Previous minutes (accepted/amended)
     Matters arising from previous minutes
     Agenda items for current meeting
     Project reviews
     Report-back on Committee meeting (inc. Sub-committee meetings) and other meetings attended
     Info-share
     Other business (e.g., funding, requests for community projects/education)
     Diary update.
Staff Responsibility Policy
     Reporting relationships are detailed in a staff member’s Job Description.
     All staff members are ultimately responsible to the Executive Officer.
     The Executive Officer is responsible to the Committee through the Chairperson.
     Should a staff member have any doubt as to the (legal) position on any matter that arises through the
      course of his/her duties, advice is to be sought from the Executive Officer.
     Further to this, should the Executive Officer have any doubts, or feel the position is not clear and may
      be a matter for interpretation, he/she is to request a ruling from the Committee.
Staff Duties Policy
     All staff members have their principal duties outlined in their Job Descriptions.
     Hours of duty are as prescribed by Terms of Employment and are to be worked in accordance with
      conditions described in the nominated award as directed by the Executive Officer.
     All staff members are to sign on and off each working day on the staff time sheets. Should a staff
      member finish work in the field, the hours will be entered in the register the next working day and be
      authenticated by the Executive Officer.
     From time to time a staff member may be required to work outside the hours nominated, as determined
      by the Executive Officer. A record of times for work performed outside normal hours will be kept on the
      time sheets and time off in lieu will be allowed as determined by the Executive Officer.
Staff Files Policy
     No files belonging to the organisation are to be removed from the office without the knowledge and
      specific approval of the Executive Officer.
     All documentation must be kept in the appropriate file when not in use.
     All documentation is to be kept in a secure place.




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Staff Media Policy
   The organisation will liaise with and respond to media to ensure that the perspective of the community is
   included in media reporting. It will also use the media to actively publicise and promote information and
   initiatives to the community.

   The organisation recognises the potential value of the media both in facilitating community development
   and in drawing attention to cultural and social issues. The organisation also recognises the need to
   proceed with care in dealing with the media.

   The following applies to all staff members in dealing with the media:

     Staff members are not to make statements to the media regarding matters of a political or policy nature
      without prior consultation with, and approval by the Executive Officer.
     The Executive Officer will issue statements based on organisation policy and in accordance with the
      aims and objectives of the organisation and/or at the direction of the Committee.
Staff Correspondence Policy
     All inwards correspondence is to be processed daily by the Reception Officer and entered into the
      Correspondence Register.
     A copy of important correspondence is to be placed in the respective staff member’s in-tray located in
      the reception area. Each staff member should endeavour to clear their mail tray daily.
     After processing the correspondence is to be placed in the Weekly Correspondence Folder located at
      the reception desk.
     The Weekly correspondence folder is to be made available to all staff members on the internal
      employee list on Mondays after lunch to ensure any items of interest are brought to the Staff Meeting
      held on Tuesdays at 1:30pm. A distribution list is to be attached to the front and staff are to check off
      their name once viewed and pass the folder to the next staff member of the list.
     After the weekly staff meeting items in the weekly folder are to be transferred to the Monthly
      Correspondence Folder.
     Items must be kept in order of received date in the monthly folder.
     The Secretary must attend the office at regular intervals to carry out his/her duties.
     The Secretary, Treasurer or Executive Officer are to ensure that all significant correspondence,
      especially correspondence that has a legal significance, is tabled at the first available Committee
      meeting following its receipt.
     All correspondence to be attended to promptly.
Grounds for Dismissal of Staff
   The grounds for staff member dismissal shall include:

     Breaching client confidentiality.
     Treating a client, fellow staff member or visitor with disrespect or prejudice.
     Performing work in a haphazard fashion with no regard for the code of behaviour or rights or
      responsibilities as set down.
     Creating dissent amongst staff or neglecting to respect his or her colleagues as individuals, with their
      own unique skills and talents.




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Staff Management                                    Revision 3.0                             January 1, 2006

Study Leave
Policy
   As a general principle the Centre is supportive of staff members undertaking courses of study and training
   relevant to their positions with the centre.
Procedure
   A maximum of 10 days per annum is available for approved study leave including examinations,
   residential schools, and attendance at workshops. Approval will be granted for study leave subject to
   relevance to the relevant staff members work area, resources, timing, etc.
Conference Leave
   Conference Leave is available to staff members if:

     The proposed conference is directly related to work.
     The staff member is requested to attend by management.
     The staff member is a member of the applicable professional body.

   Hours of attendance at a conference are to be listed on timesheets as follows:

     If a conference runs from 9am to 5pm these are the hours listed.
     Conference dinner is not included in hours.
     Travelling time is not included in hours.

   Reimbursement for out-of-pocket expenses may be claimed providing the expenses are for items
   purchased for use as part of your work.

   Meal allowances as per relevant award may be claimed before attendance at the conference if required.




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Travel Reimbursement
   The organisation provides for Motor Vehicle Allowances which cover the travelling expenses associated
   with work as per the relevant award. The following is an extract from the ATO website.
What trips are work-related?
   You can claim travel expenses if they are directly connected with your work. If you are claiming travel
   expenses and you receive a travel allowance from an employer, you must show the allowance as income
   on your tax return.

   The Australian Tax Office lists travel expenses as:

     Work-related running costs for a car owned or leased by somebody else – a borrowed car
      (Note: expenses for using your own car are covered in car expenses).
     Motor vehicle expenses for vehicles other than cars – such as motorcycles, utility trucks or panel vans
      with a carrying capacity of 1 tonne or more, or any other vehicle with a carrying capacity of nine or more
      passengers.
     Air, bus, train, tram and taxi fares.
     Bridge and road tolls.
     Parking and car hire fees.
     Meals, accommodation and incidental expenses while travelling overnight for work, for example,
      attending an interstate work conference.

   You cannot claim the cost of normal trips between home and work as the expense is private.

   The travel is private and cannot be claimed even if:

     You do minor tasks, for example, picking up the mail on the way to work or home.
     You have to travel between home and work more than once a day.
     You are 'on call', for example, you are on stand-by duty and your employer contacts you at home to
      come into work.
     There is no public transport near where you work.
     You work outside normal business hours, for example, shift work or overtime.
     Your home is a place of business and you travel directly to a place of employment.

   You can claim the cost of trips between home and work where:

     You use your car because you have to carry bulky tools or equipment that you use for work, for
      example, an extension ladder or cello and you cannot leave them at work.
     Your home is a base of employment, and you start your work at home then travel to a workplace to
      continue the work.
     You have shifting places of employment, and you regularly work at more than one site each day before
      returning home. (see itinerant workers below) Taxation Ruling TR 95/34—Employees carrying out
      itinerant work has more information on travel expenses for employees who have shifting places of
      employment.
Employee Motor Vehicle Allowance - Travel Between Two Workplaces
   A staff member may request a Motor Vehicle Allowance when using your car to travel directly between two
   separate places of employment, for example, when you are required to travel to between different offices
   to carry out work. You can claim the cost of using your car to travel:

     From your normal workplace to an alternative workplace, for example, a client's premises, while still on
      duty and back to your normal workplace.
     From an alternate workplace and to another workplace for work purposes.

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Recording Business Kilometres
   You must record all Motor Vehicle Allowance requests using the appropriate form available from the
   Services Manager. The following information is to be recorded: date, speedometer at start, speedometer
   at end, total km travelled and purpose of trip.

   For tax purposes if you receive a reimbursement for car expenses, worked out by reference to the
   distance travelled by car, or an allowance for car expenses, you must show the amount of the
   reimbursement or allowance as income on your tax return.




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Performance Review
Policy
   The Executive Officer and the Committee have agreed that all staff members engaged to undertake work
   at the centre should be subject to a formal review and development process annually, or over a lesser
   period as agreed.

   The development and review process for staff members is based on the following principles:

     Proper development and performance reviews for staff members are part of the responsibilities of the
      organisation.
     Reviews must involve the active participation of the staff member (including self-evaluation and
      dialogue) in conjunction with their designated supervisor and the Executive Officer, and in the case of
      the Executive Officer, with the Committee and other nominated parties.
     Development reviews for the staff member are part of a continuous planning and review process, and
      do not replace regular reporting on work or supervision.
     Development reviews for the staff member are to be based on a review of performance against the
      relevant job description, the organisation’s strategic plan and work plans.
     Reviews are a means of expressing views about the organisation as well as receiving feedback.
     Reviews are confidential.
     Reviews should be relevant to both the organisation’s annual plan and the professional development
      and job satisfaction of the staff member concerned.
Procedures
   Staff Performance Reviews are to be conducted at the end of a probation period of three (3) months and
   thereafter at 12 monthly intervals or such lesser period as agreed, set reasonably in advance and
   conducted at a mutually convenient time and place.

   Staff Performance Reviews will involve a four-step process:

    1. Completion of the supervisor section of a performance review form by the supervisor.
    2. Completion of staff section of a performance review form by the staff member (to be available a
       reasonable time before the meeting), which is to be given to the reviewer at least two days prior to the
       meeting.
    3. A meeting between the staff member and the reviewer(s) to discuss the written remarks on the
       forms. This is done with a view to agreeing upon, and recording the results in terms of what should be
       done to improve job satisfaction, training and performance. A written record is prepared at the
       meeting or immediately thereafter by the staff member and Executive Officer to reflect the agreed
       outcomes.
    4. Copies of the sheets and the draft outcomes are to go to the chairperson for information and
       comment prior to being finalised. This will then be available at the next review to consider progress
       made, and may be used in the meantime to decide upon ways of implementing agreed plans.

   The outcomes of and progress following an individual’s performance review may be considered in relation
   to their salary review although the outcome of the latter is not explicitly linked to the former.

   For additional information on volunteer appraisals refer to Volunteer Management.




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General Dispute and Grievance Resolution
Policy
   The organisation as the employing body has a responsibility to provide an avenue for the resolution of
   problems within the workplace. Every staff member has a responsibility to treat others in a way that will not
   cause distress. Where a grievance does arise, and where it cannot be dealt with informally, the Committee
   has the responsibility to deal with the grievance within the workplace in a fair, objective and timely manner
   within a minimum of conflict and disruption.

   All parties will follow the procedures outlined in the policy.

   If a complainant or respondent has concerns relating to a member of the grievance subcommittee, these
   concerns should be raised with the subcommittee.

   In addition, the following principles apply:

     All members of the Committee and staff have an obligation to identify and resolve causes of stress
      without waiting for a grievance to be expressed.
     As far as practicable, a grievance is dealt with as close to its source as possible.
     Grievances are to be dealt with seriously, fairly and impartially.
     The organisation endorses a two-tier system of complaint resolution, that is, the informal procedure and
      formal procedure.
     In dealing with the complaint, the organisation will endeavour to ensure:
         1. Complete confidentially. Only the people directly involved in making or investigating a complaint
            will have access to information about the complaint.
         2. Impartiality. Both sides will have a chance to tell their side of the story. No assumptions will be
            made and no action will be taken until all relevant information has been collected and considered.
         3. Free of repercussion. No action will be taken against anyone for making a complaint or helping
            someone to make a complaint. Management will take all necessary steps to ensure that no
            victimisation occurs against anyone who makes a complaint.
         4. Timelines. All complaints will be dealt with as quickly as possible. An agreed procedure for dealing
            with the complaint, including a time line, will be established within two weeks of receipt of a formal
            complaint.
         5. Consistency. In interpretation and application of policies and procedures.
Procedures

The Informal Procedure
   In some cases the informal approach may be preferred as it:

     Allows the grievant the opportunity to sort out the problem.
     Allows the person being complained about to take the opportunity to take corrective action.
     Involves fewer people and keeps the matter localised.

   If you choose this option, approach the person involved. Sometimes people don't mean to offend. This
   does not mean that it’s okay. However, it does mean that if you can, you should tell the person who is
   acting in an inappropriate way that his or her behaviour is not acceptable so they have the chance to stop
   or change what they are doing.

   If you are unable to approach the person yourself, you may be able to ask another person, e.g. the
   Executive Director, the staff member contact person or another member of the Committee, to intervene on
   your behalf. If you choose this option you will have to explain your grievance to the Executive Director,
   contact person or Committee member and also provide options for resolution.

   If your complaint directly involves the Executive Director you may prefer to involve the Contact person at
   this time.



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   If you choose this option always remember the need for confidentiality when you approach the respondent,
   make sure the approach is made in private.
Formal Procedure
   If a grievance is not immediately resolvable in the judgment of either party, or the Executive Director or
   Contact Person, then the grievance needs to be formalised and put in writing so that all parties are clear
   on the substance of the grievance and the outcomes sought.

   The written grievance should contain the following information:

     What has occurred.
     When it occurred.
     What are the grounds for the complaint.
     Who/What may be responsible.
     What steps, if any, have you taken in an attempt to resolve the grievance.
     What is the desired outcome.

   Once a grievance is formalised it is passed to the Committee. The Committee will appoint a Grievance
   Subcommittee who will be responsible for investigating the grievance. The purpose of the investigation is
   to try and get more information to help clarify the situation and the issues involved to enable the
   Committee to:

     Make a recommendation(s) of finding, and/or
     Generate options or give directions to deal with the grievant and workplace issues that may arise as a
      result.

   The respondent will be notified that a complaint has been received against them and will be given a copy
   of the written formal complaint.

   The Grievance Subcommittee will interview both parties separately. The subcommittee will explain the
   complaint handling procedure including:

     The option of having a support person present at interviews.
     The option of involving the union.
     What may happen if the complaint is substantiated.
     What may happen of the complaint is not substantiated.
     What course of action you can take, if you are not happy with the way the complaint is dealt with.

   The subcommittee will be free to interview other staff or Committee members and/or volunteers it
   considers relevant to the complaint. In interviewing other people relevant to the dispute, the confidential
   nature of this process will be stressed. The Grievance Subcommittee will keep all parties to the complaint
   informed of the complaint handling process.

   When all interviews have been concluded, the Grievance Subcommittee will provide a report to the
   Committee, including any recommendations for resolving the grievance. If accepted, the Committee has
   the responsibility of implementing the recommendations of the Grievance Subcommittee.

   The Grievance Subcommittee will, in conjunction with the parties and the Committee, make sure that
   whatever was recommended actually happens. The Grievance Subcommittee will in consultation with all
   parties be responsible for follow up including periodical assessments of the effectiveness of the agreed
   strategies. This will be done in a time frame specified to the parties involved.




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Appeals
   You can ask the Committee to take reconsider a decision if they have not followed the procedure set out
   here or you think they didn’t do something properly.

   If the Committee agrees with you they will arrange for the complaint to be reviewed. Someone other than
   the people who first handled the complaint will carry out the review. If they believe the grievance was
   handled in line with current policy they will not take any further action.

   If you still feel dissatisfied with what has happened you may decide to take your complaint to an outside
   agency. Depending on the nature of your complaint, you may contact the Department of Industrial
   Relations, your union, Anti Discrimination Board, or the Funding Body of the Organisation.
Record Maintenance

Informal Complaint Handling
   Informal Procedure: It is the responsibility of the complainant to keep records on any information in relation
   to their complaint. These records must be kept in a restricted location. The records may concern details of
   the incident (s) or details regarding the resolution.

   If no action is to be taken: If the complainant reported the incident to the Executive Director/Contact
   Person, this person should take notes and keep minimal records on the date and details of any
   interview/discussion with the complainant. This information may include names. Notes should be kept in a
   restricted location until no longer required.

   If informal action resolved the complaint: The records will include details of any action outcomes.
Formal Complaint Handling
   After a complaint is investigated but is not substantiated: Details should be kept by the Grievance
   Subcommittee in a restricted location. If there is no recurrence within six months the records are to be
   destroyed.

   If a complaint is substantiated and a staff member is disciplined: A summary should be completed by the
   Grievance Subcommittee including an overview of the incident with the outcomes. The complainant(s) and
   the respondent(s) will be given a copy of the report and can attach their own comments. A full record of
   this information will be kept in a restricted location, with a cross-reference attached to the staff’ member’s
   file.

   If the complaint is substantiated and is resolved but no disciplinary action is taken: The full record of
   information with names will be kept in a restricted location.

   General: Information regarding any complaint/grievance will be restricted to the people directly involved in
   the complaint/grievance as far as practicable.
Standard Disciplinary Procedure
   Where the Committee and/or appointed Sub-committee considers that disciplinary action is necessary the
   following procedure will be followed:

     The Chairperson or a representative nominated by the Sub-Committee, must inform the staff member
      of the reason for the proposed disciplinary action and discuss this in person as soon as possible. If
      following this discussion disciplinary action is taken it shall be in the form of a verbal warning only. In
      giving such a verbal warning, the Chairperson or a representative nominated by the Sub-Committee,
      must state to the staff member how he/she must improve his/her performance.
     The staff member may be represented by a union representative or other nominated person if he/she
      wishes.
     The warning must be recorded on the staff member’s personal file, and a copy given to them. After six
      (6) months, if no further disciplinary action occurs, this record will be destroyed.

   Where the problem for which the staff member has received a verbal warning persists or re-occurs within
   the six month period following the initial verbal warning, the following procedure will be followed:

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     The Chairperson or a representative nominated by the Sub-Committee must advise the staff member in
      writing of complaints concerning his/her performance. This notice must be given as soon as possible.
     This notice will give enough detail of the complaint(s) to enable the staff member reply to them fully.

   If as a result of the complaints, the organisation is considering taking disciplinary action against the staff
   member, the written notice will also contain:

     Advice that disciplinary action is being considered.
     Advice that the staff member should contact the union at once (if he/she is a member).
     Fourteen (14) days’ written notice of the meeting at which the Committee will consider whether
      disciplinary action is appropriate in view of the complaints notified to the staff member.

   Prior to any decision being reached or disciplinary action being taken against the staff member, the staff
   member will have a chance to discuss the complaint against him/her and the disciplinary action being
   considered with the Committee.

     A decision to impose any disciplinary penalty must be taken by, at least, a two-thirds majority of the
      Committee.
     The meeting must be properly constituted.
     Prior to the meeting adequate notice of the proposal to discipline the staff member must be given to all
      members of the Committee including the written statement of the complaint(s) given to the staff
      member.
     The staff member may be represented by a union or other nominated representative at such a meeting
      and such other persons may be present as agreed to by the parties.

   If following the meeting a decision is taken to impose a disciplinary penalty on the staff member
   concerned, such a penalty will comprise a " first written warning". It will specify the reasons for it being
   given and detail how the staff member must improve his/her performance.

     The staff member and his/her representative will receive a copy of the "first written warning" and will be
      consulted as to the nature of any improvements needed.
     A copy of the warning will be placed on the staff member’s personal file. After twelve (12) months such
      record will be destroyed if no further disciplinary action occurs.

   Where the problem for which the staff member has received a "first written warning" persists or re-occurs
   the staff member will receive a written warning known as "the final written warning".

   Where a staff member is given written notice of the complaints against him/her, a copy of these notices
   shall be sent immediately to the office of the staff member’s appointed representative.




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