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Crossroads Network Manual V1.1 - 2009   Page 1 of 230
Table of Contents
Title Page ............................................................................................ 1


Table of Contents ................................................................................ 2


Mission, Values & Social Justice Statement ....................................... 5


Management Structures ..................................................................... 6
   Senior Management Team....................................................................... 6
   Program Managers Team ........................................................................ 7
   Local Program Area Team Meetings ......................................................... 9
   Quality Improvement Committee - Terms of Reference ........................... 10
   Organisational Structure........................................................................ 11


Human Resources ............................................................................. 12
   Induction ............................................................................................. 12
   Information Management Employee Files ............................................... 15
   Employee Assistance Program ............................................................... 22
   Employee Code of Conducts .................................................................. 25
   Employee Discipline Policy ..................................................................... 40
   Prevention of Harassment, Discrimination and Bullying ........................... 47
   Continuity of Service and Transfers ........................................................ 53
   Probation ............................................................................................. 57
   Performance Counselling ....................................................................... 61
   Recruitment & Selection ........................................................................ 64
   Remuneration....................................................................................... 68
   Termination of Employment - Dismissal ................................................. 70
   Termination of Employment - Redundancy ............................................. 75
   The Employee/Employer Relationship .................................................... 80
   Information Management – Notification of Change to Employment .......... 86
   Leave Entitlements ............................................................................... 89


Crossroads Network Manual V1.1 - 2009                                                        Page 2 of 230
  Eligibility to Work in Australia and The Salvation Army ............................ 97
  Privacy (IPP) ...................................................................................... 105
  Employees Education & Training .......................................................... 108
  Student Placement Policy .................................................................... 110
  Policy Statement of Sexual Harassment in the Workplace ...................... 115


Operational Information ................................................................. 117
  Imprest Policy .................................................................................... 117
  Purchasing Policy ................................................................................ 119
  Policy Review Policy ............................................................................ 123
  Mobile Phone Requisition Guidelines .................................................... 125
  Salvation Army Fleet & Privately Owned Vehicles .................................. 127
  Mobile Internet Devices Policy ............................................................. 140
  Media Comment Policy ........................................................................ 142


Risk Management ........................................................................... 143
  Occupational Health & Safety Guidelines .............................................. 143
  Outreach Safety Policy ........................................................................ 146
  Business Continuity Management Policy ............................................... 151
  Business Continuity Model (Background) .............................................. 156
  Occupational Health & Safety Policy ..................................................... 159
  OHS Management ............................................................................... 163
  Workers Compensation Policy & Procedure Manual ............................... 168
  Occupational Health and Safety Policy and Procedure Manual ................ 170
  Hepatitis Immunisation Policy .............................................................. 174


Service Delivery .............................................................................. 176
  Complaints Policy and Procedure ......................................................... 176
  Learning Management Log Policy ......................................................... 185
  Supported Referral Policy .................................................................... 190
  Network Client Policy .......................................................................... 191
  Clean Desk Policy ............................................................................... 192


Crossroads Network Manual V1.1 - 2009                                                     Page 3 of 230
  Network Client Participation Policy ....................................................... 194
  Staff Support & Supervision Policy ....................................................... 217
  Duty of Care Statement ...................................................................... 220
  Crossroads Privacy Policy .................................................................... 221
  Network Case Management Policy ....................................................... 225




Crossroads Network Manual V1.1 - 2009                                                Page 4 of 230
Mission, Values & Social Justice Statement
                                        Mission
    Crossroads Youth & Family Services supports individuals and families;
    upholding their dignity, working to increase their social inclusion and
   economic opportunities, and advocating for initiatives that create a just
                                 community.




                                        Values
                                 Human Dignity
                                 Justice
                                 Hope
                                 Compassion
                                 Community




                          Social Justice Statement
 Crossroads adheres to the Social Justice Statement of The Salvation Army
 and believes that all people should be:
        Served without discrimination
        Treated with respect so that their dignity as individuals is preserved
        Recognised as people capable of making decisions and choices for
         their own lives.




Crossroads Network Manual V1.1 - 2009                                Page 5 of 230
Management Structures
Crossroads is managed by several decsion making forums. These are the
Senior Managment team, the Program Managment team and Local Program
Area teams. Below is a description of each team level, their terms of
reference and meeting requirements.


                                          Senior Management Team
Purpose:
To make decisions on the direction and management of Crossroads Youth and
Family Services Network.

Membership:
      General Manager (Chair)
      Senior Manager Counselling & Community Services
      Senior Manager Family & Community Capacity Services
      Senior Operational Support Manager

Frequency of Meetings:
The Senior Management Team (SMT) will meet at least fortnightly for a
maximum of two (2) hours. From time to time SMT may meet more
frequently to address urgent matters.

Terms of Reference:

The SMT will:
    Make decisions on the operation and strategic direction of Crossroads
      Youth and Family Services.
    Drive the development of the Crossroads Management Team processes
    When appropriate, seek advice from the Program Managers Team and
      Local Program Area Team Meetings on matters relating to the
      operation of Crossroads Youth and Family Services Network.
    Receive and make decisions on proposals and projects presented by
      the Program Managers Team.

Review:
The SMT meeting to be reviewed on a yearly basis.




Crossroads Network Manual V1.1 - 2009                           Page 6 of 230
                                              Program Managers Team
Purpose:
To foster a culture of mutual collegiate support for all managers in the
Crossroads Youth and Family Services Network.

To provide input and advice to the SMT on issues affecting the efficient and
effective management of Crossroads Youth and Family Services Network.


Membership:
      Manager, Melbourne Counselling Service
      Manager, Mary Anderson and Family Housing and Support
      Manager Youth Support & Development
      Manager, Network Tenancy and Property
      Manager, Operational Support
      Manager, Youth Homeless & Support
      SMT members

Staff acting in higher duties positions should attend meetings if a manager is
on leave.

Frequency of Meetings:
The Program Managers Group will meet on a monthly basis for a maximum of
two (2) hours.

A calendar of meeting dates is to be established at the start of each year.

Quorum
A quorum for the meetings will be 5 people including one member of the SMT

Terms of Reference:
The Program Managers Team will:
    Foster a culture characterised by collegiate support to all program
      managers and the senior management team.
    Share information about individual program areas and discuss
      opportunities for cross program developments and activities.
    Regularly review Crossroads procedures, practices and processes to
      ensure that they are relevant, consistent, in line with legislation and
      provide the best outcomes for clients.
    Work cooperatively to develop positions on TSA and external policy
      issues and processes including the development of a Crossroads Youth
      and Family Services Strategic plan.
    Identify emerging community needs and issues, particularly in relation
      to the most disadvantaged in the community.




Crossroads Network Manual V1.1 - 2009                               Page 7 of 230
      Raise practice and program issues and work towards positive solutions
       for the Network including sharing resources and where possible
       developing a network consistent response.
      Bring to the attention of the SMT issues and concerns relevant to the
       efficient and effective functioning of the Network.

Documentation:
The chair for each meeting will be nominated prior to each scheduled meeting
and will take responsibility for setting the agenda and distributing it one week
in advance of the meeting.

Minute taking and distribution will also be shared amongst members. Minutes
will be recorded and kept in a minute record.

The agenda will contain the following standard items:
    Policy review
    Strategic direction including:
         o Research ideas/projects
         o Program re/directions/development
         o Values/Mission
         o Strategic Planning – continuous & annually
         o Network Annual Report

General Issues

OH&S
Issues register
Hot issues
Management learning log

Business Arising

Review:
The Program Managers Group to be reviewed on a yearly basis.




Crossroads Network Manual V1.1 - 2009                               Page 8 of 230
                                  Local Program Area Team Meetings
Purpose:
To collaboratively work towards improving the outcomes for the most
disadvantaged in our community within their program area.

To work to provide a forum for discussion about the direction of the program
area.

Membership:
All team members in each local program area.

Frequency of Meetings:
To be determined by each local Program Manager but should be no longer
than a month between meetings.

Documentation:
To be determined by each local Program Manager but as a guide should
include an agenda and minutes.

Terms of Reference:
To be determined by each local Program Manager.

Review:
Local program area meetings are to be reviewed on a yearly basis.




Crossroads Network Manual V1.1 - 2009                               Page 9 of 230
       Quality Improvement Committee - Terms of Reference
Function of Committee

The purpose of the committee is to provide a forum for Crossroads staff to
develop, review and implement quality improvement processes that enhance
service provision and internal operations at Crossroads Youth & Family
Services.

Composition of Committee

      Project Officer Quality Improvement
      Nominated Staff Member – Administration
      Nominated Staff Member – Mary Anderson Family Violence Service
      Nominated Staff Member – Family Housing
      Nominated Staff Member – Melbourne Counselling Service
      Nominated Staff Member – Youth Support & Development Services
      Nominated Staff Member – Youth Housing & Support
      Nominated Staff Member – Community Development & Gardening

Terms of Reference

   1. To continuously review the Network‟s quality improvement procedures
      and systems, ensuring that they meet the Network‟s requirements and
      reflect best practice.

   2. To provide a seamless structure that acts as a medium for quality
      improvement between staff program meetings, program management
      team meetings and senior management meetings.

   3. To monitor the outcome of quality improvement activities to ensure
      appropriate action is being taken to improve the quality of service
      delivery and internal operations across the Network.

   4. To discuss quality improvement needs on both a programmatic and
      network level, enabling staff to identify areas that require future
      improvement.

Meetings

The committee will meet for one hour on a monthly basis.

Approved by: Program Management Team

Date: 1st April 2009




Crossroads Network Manual V1.1 - 2009                            Page 10 of 230
                                                                 GENERAL MANAGER                           Organisational Structure


                                                                                              CHAPLAINCY




                    SENIOR MANAGER                               SENIOR MANAGER                                               SENIOR
                 Counselling & Community                    Family & Community Capacity                                    OPERATIONAL
                     Support Services                                 Services                                           SUPPORT MANAGER




  MANAGER               MANAGER            MANAGER       MANAGER           MANAGER           COMMUNITY     Reception &
Youth Housing         Youth Support &      Melbourne       Mary             Family          DEVELOPMENT       Admin
                                                                           Housing &
  & Support            Development         Counselling   Anderson                                            Support
                                                                            Support
                                                           FVS


                                                                                              Community
Tranmere Street         Early School       Gamblers          Team            Team             Gardening     MANAGER
 Youth Refuge           Leavers            Help             Leader          Leader                           Network
                                                                                                            Tenancy &
                                                                                              Developing     Property
                                                                                              Local
      TSAY              Youth              Financial       Family         Family Housing      Capacity
                        Transitional       Counselling    Violence         and Support
                        Support                           Service            Service

                                                         Crisis           Hume & Moreland
                                                                                              RESEARCH     Project Officer
Leaving Care                               Generalist    Transitional     Sunbury             PROJECTS         Quality
                        Reconnect          Counselling   Outreach         Moonee Valley                     Improvement
                                                         24/7 After       Brimbank
                                                         hours Service
                        Support for
Intensive Case          Young People       Currawong
Management              that Really        Sexual
                        Counts             Assault
                                           Counselling


  Crossroads Network Manual V1.1 - 2009                                  Page 11 of 230
Human Resources
                                                                    Induction
Document Type:       Policy
Author:              Sue Ackerly
Application:         HR Manual
Code:                -
Issue:               February 2008
Reviewed:

Purpose

To facilitate an effective introduction of people working within The Salvation
Army to maximise their commitment and understanding of their new roles
and responsibilities, their work place, and the organisation itself. It is
anticipated that the following benefits will occurs as a result:

People will feel valued as individuals and have a favourable impression of the
organisation and the importance it places on people.
Workplace relations with both managers and other staff will start on a positive
note
People will appreciate that we plan for them to succeed and will adapt to their
new role and responsibility within a shorter spacer of time and with a greater
degree of confidence

Managers time commitments to gain an effective worker will be kept to a
minimum

Scope

This policy applies to all people involved in the mission or provision of services
to the southern territory of The Salvation Army.

Statement of Policy

The Salvation Army is committed to providing people with all the basic
information they need to perform their role satisfactorily. This includes but is
not limited to:
Information about The Salvation Army history, mission, values and philosophy
of care including leaflet Spiritual Aspects of The Salvation Army‟s Mission .
The purpose of their role and how it relates to the department/centre/Corps
operations and the work of The Salvation Army
Work place overview including practical arrangements i.e. parking, tour of
building, emergency procedures
Introduction to work colleagues and other relevant people
Explanation of employment conditions and benefits
Introduction to important policies i.e. employee code of conduct, probation,
health & safety, harassment


Crossroads Network Manual V1.1 - 2009                                Page 12 of 230
Programs will be tailored, by discussion between the manager and the
individual person, according to the individual needs of the person and the
role.

Definitions

Induction

Refers to the formal introduction of the new staff member to the department,
centre, office etc in which they are to work or engage in mission. Some
people may describe induction by other terms including orientation,
assimilation, socialisation processes.

Dispute/Grievance/Complaint

This can be any type of problem, concern or complaint related to the mission
and work of The Salvation Army by those associated with it. No assumptions
are to be made or action taken until all the relevant information has been
collected and considered.

Related Topics

Job Analysis, Position Descriptions, The Employer / Employee relationship,
Employment Contracts, Probation, Performance Management, Training and
Education.

Responsibilities Required by the Policy

Managers
Are responsible for:
Planning an appropriate induction prior to the person commencing.
Notifying relevant people as required i.e. IT to set up Lotus Notes accounts,
work colleagues to ensure welcome.
Identifying initial work goals and any training required to support completion
of these (eg how to use Lotus notes, telephone system, reception of visitors
or clients, other job or technical skills).
Checking how the person is settling in and providing additional information
and support accordingly.
Completing the manager s checklist and filing on the appropriate personnel
file.

All People
Complete relevant checklist and provide signed copy to manager once
induction is complete

Human Resources



Crossroads Network Manual V1.1 - 2009                              Page 13 of 230
The Executive Director, Human Resources and Risk Management will be
responsible for reviewing the policy and associated tools at regular intervals
or as needed to meet organisational requirements and proposing policy
changes to TPC for consideration. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org

Related Processes, Procedures, Forms & Tools

Getting to Know You PDF

Induction Program Managers Guidelines Feb 08

Induction Program Managers Checklist Feb 08

Induction Employees Checklist Feb 08

Crossroads Orientation PowerPoint Presentation




Crossroads Network Manual V1.1 - 2009                               Page 14 of 230
                          Information Management Employee Files
Document Type:       Policy
Author:              Lindsay Hussey
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

This policy outlines the legal and administrative requirements for the
maintenance of employee files, and for the creation, use, retention and
disposal of these files.

Scope

This Policy applies to all managers and employees, and Officers as managers
of employees. As part of good management practice and to ensure that
adequate information is available to make appropriate decisions, The
Salvation Army holds information about each of its employees eg. resumes,
performance management, training records, counselling records, in the
Employee File. The information in the file provides a picture of the employee
that is up to date, reliable and readily available and is used to guide decisions
that affect the employee. It is the information kept in the Employee File that
is covered by this policy. This is generally additional information to that
required under the Workplace Relations Act and state legislation and,
therefore, is not subject to the requirements of the legislation. In addition,
The Salvation Army is required under the Workplace Relations Act and state
legislation to maintain accurate and timely records for Salvation Army
employees. This legislation details the specific information that is to be held
and this information is generally held in the payroll files. Files covered by this
policy include those for both current and former employees.

Statement of Policy

Any personal information collected about an employee is to be directly
relevant to the work undertaken by them for The Salvation Army and used
only for the purpose for which it was collected. Employee information must
not be collected by unethical or unlawful means.


Content of Employee Files

When a new employee commences employment with The Salvation Army,
their manager must establish a hard copy employee file at the time of the
acceptance of offer of employment. All documents/papers in the file are to be
in chronological order and numbered sequentially. As a minimum, documents
must include:



Crossroads Network Manual V1.1 - 2009                                 Page 15 of 230
      Position description
      Advertisement
      Where a recruitment agency is used, the correspondence and
       documentation regarding the recruitment assignment
      Application and resume
      Records of interview (however, reference checks should not be kept)
      Any correspondence between the candidate and The Salvation Army
       eg. contract clarification
      Letter of offer (with acceptance signed)
      Contract of employment (with all signatures)
      All other correspondence (including emails) or documentation relating
       to the appointment of the employee
      Proof that the employee may legally work in Australia eg. Australian
       birth certificate, Australian passport, Australian certificate of
       citizenship, visa showing permanent residence status or temporary
       residence visa that allows them to work, New Zealand passport. The
       original must be sighted, a copy of the original taken and a note made
       that the original was sighted. Alternatively, a copy of the original
       witnessed by a justice of the peace as a true copy is acceptable.
      Copy of the employee s qualifications, licence, etc, if applicable. The
       original must be sighted, a copy of the original taken and a note made
       that the original was sighted. Alternatively, a copy of the original
       witnessed by a justice of the peace as a true copy is acceptable.
      Police check results, if applicable memo to the manager advising that
       the police check was satisfactory (NB. It is a legislative requirement
       that the Police Certificate must be destroyed)
      Employment medical examination results, if applicable
      Results of any other pre-employment checks or tests, if applicable, eg.
       keyboard skills
      Induction checklist (signed)
      Letter advising the employee whether they have satisfactorily
       completed their probationary period

During the course of employment, all documents relating to the employee,
apart from the exceptions noted below where a separate file is required, must
be kept in the employee file. These include but are not limited to:
    Performance Plan and Review documentation
    Documentation pertaining to formal performance counselling (NB This
       documentation is to be destroyed 12 months after the manager
       determines that the employee s performance/behaviour is now
       satisfactory)
    Changes to conditions or benefits eg. salary, hours of work
    Changes to job role revised Position Description
    Changes to employment status (with copy of the Form B where
       required)
    Changes requiring a new employment contract or employment letter of
       extension eg. change to or from casual employment, extension of the
       original period of employment (temporary employees)


Crossroads Network Manual V1.1 - 2009                             Page 16 of 230
      Training and development records eg. supported study documentation,
       certificates, qualifications, exemptions
      Letter of resignation
      Redundancy advice
      Certificate of service, if requested by employee
      Exit interview, if undertaken and recorded

Exceptions to the Employee File

Documentation regarding a disciplinary action, grievance or workers
compensation claim, because of the sensitive nature of the information, is
stored separately from the general employee file. Documentation regarding a
disciplinary action or grievance is to be kept in a separate file during the
active stage. [Note: all the documentation pertaining to a grievance is to be
kept together in the one file.]

Once the matter has been finalised the documents are stored in a sealed
envelope, which is kept in the employee file. In the case of a grievance
brought against an employee, the file is kept on that employee s file; where
the grievance is against the organisation it is kept on the file of the employee
who brought the grievance.

The following but no further information is recorded on the envelope:

Private and Confidential
The disposal date (see below Retention of Disciplinary, Grievance and
Workers Compensation Files)
Only to be opened by <<title of the employee s manager>>

The envelope may only be opened in the instance of another disciplinary
action or grievance. However, once the disposal date is past the envelope
may not be opened by any person under any circumstance. Documentation
regarding an employee s workers compensation claim is to be kept in a
separate file and is not part of the Employee File.

Managers are only to keep copies of workers compensation claim documents;
all originals are to be kept by the state OH&S Co-ordinator or for Victoria by
the Victorian Workers Compensation Co-ordinator. While the above
documentation is not kept in the Employee File, all other conditions detailed
in this policy must be met in regard to these files.

Format

The hard copy employee file must contain a paper copy of all the documents
pertaining to the file ie. it must contain a complete set of the employee file
documents. Emails and other electronic files pertaining to the employee must
be printed and stored in the hard copy employee file. Electronic versions of
documents may also be kept but the hard copy file is the primary source of


Crossroads Network Manual V1.1 - 2009                               Page 17 of 230
information. The files, both paper and electronic, must be stored in a manner
that allows continued use. To be useable, files must be maintained so that
they can be quickly and easily identified and retrieved as required.

Legislation

State and Federal legislation usually provides for access by employees to the
employment information (records) kept about them in the payroll system. It is
Salvation Army policy to give all employees access to their own payroll
records as the responsibility for keeping these records accurate and up-to-
date is seen as shared by employees and the organisation. Contrary to
popular belief, the Privacy legislation does not provide employees with access
to their own employee files (ie. information beyond that kept in the payroll
system) as employee files are exempt from the legislation. Employee files
created and maintained by The Salvation Army are strictly the property of The
Salvation Army. Salvation Army policy does not permit employees to access
their own employee file. The Salvation Army is not covered by Freedom of
Information legislation.

Access to Employee Files by the Employee

State and Federal legislation usually provides for access by employees to the
employment information (records) kept about them in the payroll system. It is
Salvation Army policy to give all employees access to their own payroll
records as the responsibility for keeping these records accurate and up-to-
date is seen as shared by employees and the organisation. Contrary to
popular belief, the Privacy legislation does not provide employees with access
to their own employee files (ie. information beyond that kept in the payroll
system) as employee files are exempt from the legislation. Employee files
created and maintained by The Salvation Army are strictly the property of The
Salvation Army. Salvation Army policy does not permit employees to access
their own employee file. The Salvation Army is not covered by Freedom of
Information legislation.

Access to Employee Files -Internal

The Secretary for Personnel, the Executive Director Human Resources & Risk
Management and the Employee Relations Director have access to the
employee files for all employees. Internal Auditors when conducting approved
audits also have access to the employee files for all employees. Managers are
authorised to access employee files for employees where there is a line
reporting relationship. Therefore, for example, a Cabinet Secretary or
Divisional Commander is authorised to access employee files for all employees
within the Department or Division for which they have responsibility.
Managers may authorise other employees (eg. their Personal Assistant) to
access employee files on their behalf. Except where authorised by the
manager, employees do not have access to the files of other employees.
Human Resources and Risk Management Managers and Consultants have


Crossroads Network Manual V1.1 - 2009                             Page 18 of 230
access to employee files for the employees in their client division or
department.

Access to Employee Files -External

The line manager or other appropriately authorised manager will decide if any
change of duty is required by any parties to the dispute, during the resolution
process. This will be determined with the view to protecting the rights of both
the individual and the organisation.

Alterations & Amendments

Employee files must retain evidential integrity, that is, the file must remain
complete and only be altered with the approval of the manager. Any
amendment, deletion or addition must be clearly noted as an annotation,
deletion or addition, and initialled by the manager.

Storage of Employee Files

Employee files must be securely maintained in a suitable storage system to
prevent unauthorised access, alteration, removal or destruction. Filing
cabinets should be locked and access to electronic employee data should be
controlled. Portable electronic medium (eg. laptops, USBs, computer disks)
should be securely stored. When faxing or transporting employee files,
attention should be given to the confidentiality of the files. This applies to
both current and former employees.

Location of Employee Files

Employee files are located on site to allow access by the manager eg. THQ
Heads of Departments hold the employee files for all the employees in their
department
Where the manager and the employee work at different sites, the employee s
file is located with the manager
Where an employee works in two or more different positions reporting to two
or more managers an employee file will be kept by each manager
Managers may not hold their own file, their file is held by their manager
Employee files should be located conveniently so that authorised employees
can gain access to the information.

Employee Transfers

Where an employee within The Salvation Army Australia Southern Territory
transfers to another Salvation Army position reporting to a different manager
within the Southern Territory, the employee file is also transferred. The file is
sent to employee s new manager.




Crossroads Network Manual V1.1 - 2009                                Page 19 of 230
Use of Employee Information

The information contained within an employee file may only be used for the
purpose of managing the employee.

Retention of Employee Files

The Salvation Army retains the employee file for a period of seven (7) years
after the termination of employment. The file is stored by the last centre
where the employee worked. Where an employee recommences employment
with The Salvation Army the file is transferred to the new manager.

Retention of Disciplinary, Grievance and Workers Compensation
Files

Within the guidelines below, the manager making the finding on the outcome
of the disciplinary action or grievance will determine the retention period of
the file. The manager should take in to account, but is not limited to, the
following: the genuineness of the response, the degree of commitment to
resolving the issue, the likelihood of repetition, the seriousness of the issue
and any extenuating circumstances. As a guide, files should be retained:
For disciplinary action where the employee s performance/behaviour is
corrected and determined to be satisfactory, the file should be retained for a
maximum of three (3) years
For a grievance where it was found that the employee did not have a case to
answer or there was insufficient evidence, the file should be retained for a
minimum of three (3) months
For a grievance that is upheld but appropriate corrective or preventative
action is taken, the file should be retained for a maximum of three (3) years
Where disciplinary action or a grievance results in dismissal, the file is
retained for seven (7) years after the termination of employment. Workers
compensation files held by the manager (copies of original documents only)
are retained for seven (7) years. Workers compensation files containing
original documents may not be destroyed.

Definitions

Employee File
Refers to the file that holds all the employment information other than the
payroll records, relating to an employee s period of employment with The
Salvation Army. May also be known as a Personnel File.

Employee Records
Refers to the records usually held by payroll that are required to be kept
under the Workplace Relations Act and state legislation. Employees are
entitled to access their own employee records




Crossroads Network Manual V1.1 - 2009                              Page 20 of 230
Authorised access
Those authorised by The Salvation Army to access employee files, includes
the employee s manager, the manager s manager, etc.

Related Topics

Continuity of Service and Transfers, Recruitment and Selection, Induction,
Manage People Performance

Responsibilities Required by the Policy

Managers

It is the responsibility of the manager to ensure that an employee file exists
for each employee and it is kept up to date.
 Managers should maintain employee files in a way that is accessible to other
authorised persons.
 Where an employee is transferring to a new position within The Salvation
Army it is the responsibility of the manager of the new position to have the
employee s file transferred.

Human Resources

The Executive Director Human Resources and Risk Management is responsible
for reviewing the policy and associate tools at regular intervals or as needed
to meet change organisational requirements and proposing policy changes to
TPC for consideration and approval.




Crossroads Network Manual V1.1 - 2009                             Page 21 of 230
                                        Employee Assistance Program
Document Type:       Policy
Author:              Lindsay Hussey
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

The Salvation Army policy on Organisational HR Principles states that Our
team members and their well being are valued and we support team
members in difficulty (Compassion), and again, in the policy on the values of
our organisation, it states, We feel compelled to stand with and do something
about another s suffering (Compassion). The Employee Assistance Program
(EAP) provides confidential and professional counselling services to help
employees resolve personal or work related problems that have the potential
to impact on an individual s work and well-being.

Scope

All full-time, part-time (temporary and permanent) and casual employees and
their immediate family members have access to the EAP. Employees may
access the EAP for both personal and work-related problems. Immediate
family members are also covered as it is understood that problems in the
home environment can negatively impact on work performance. Volunteers
only have access to counselling in the event of a critical incident.

Statement of Policy

Counselling of employees on issues other than performance should only be
undertaken by qualified and trained professionals who, for example, have the
appropriate supervision, on-going training and professional indemnity
insurance. Managers or supervisors are not to undertake this type of
counselling.

Employee Assistance Program Service

The Employee Assistance Program provides independent, timely and
confidential short-term counselling by professionally qualified counsellors to
employees and their immediate family members for personal and work related
problems. The EAP is provided by The Salvation Army, the cost is borne by
the Divisions, Departments and Family Stores, to a maximum of three (3)
counselling sessions per event. The cost of further sessions is borne by the
person receiving counselling. Attendance at counselling sessions is either in
the employee s own time or during approved leave. Employees may self-refer
to the service and are provided with a contact number so they can contact
the EAP provider directly. Managers, HR staff, chaplains and corps officers



Crossroads Network Manual V1.1 - 2009                            Page 22 of 230
may also refer employees to the EAP or advise employees that their
immediate family members may access the program, but there is no
obligation on the employee or family member to attend counselling. In
addition to the counselling provided, the EAP counsellor will offer a referral to
a chaplain, Salvation Army or other denomination as appropriate.

Confidentiality
The EAP service is confidential. The EAP provider will keep all identifying
information about the employee and their family and the counselling they
have received confidential.

Management Reports
Management reports are to be provided to The Salvation Army covering
usage statistics, referral and problem patterns, analysis of work place issues
and general industry and Not-for-Profit industry comparisons, broken down by
Division/Department, region and territory. This information will assist The
Salvation Army to identify and address systemic issues within the
organisation. Reports will be quarterly by financial year quarter. The reports
will not compromise the confidentiality of individual users.

Other Features
In addition to counselling to employees and their immediate family members,
the EAP provides:
Promotional material such as brochures, posters and contact cards that
promote the service and provides contact information to employees
Employee awareness briefings to provide information on the services
Manager briefings to make them aware of the indicators that an employee
may be in need of counselling

Additional Services
Additional services such as critical incident/trauma/crisis counselling
debriefings are available at an additional cost and may be approved by the
manager. A critical incident is a significant event that has the capacity to
overwhelm the usually effective coping skills of the individual. Critical
incidents can happen to an individual or to a group of employees. Incidents
such as landslides, bush fires and shootings are significant because of their
magnitude and exposure to death and suffering. But smaller events such as
being threatened or dealing with death may also be significant for the
individual and be a critical incident requiring additional and immediate
support. Support at this time reduces the likelihood of delayed stress reaction
and cumulative stress response. It differs from the standard EAP counselling
in that the response begins immediately, counselling is scheduled for the next
day at the latest, there is post-incident follow up, and on-going counselling
sessions are scheduled where appropriate to maximise recovery and prevent
the onset of delayed reactions and post traumatic symptoms.

Definitions



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Employee Assistance Program
Intervention at the workplace, usually at the level of the individual employee,
using professional counsellors for the resolution of personal and work-place
problems which may adversely affect job performance, with the objective of
enabling the individual to make a productive work contribution.

Immediate Family Members
Immediate family members for the purpose of this policy mean the spouse,
partner or dependents (person/s who is/are wholly or substantially dependent
on the employee).

Responsibilities Required by this Policy

Managers
Managers and Officers as managers of employees should be fully aware of the
EAP so they can offer it as a way to assist their employees through a difficult
period. If a manager becomes aware of a possible need for counselling, they
are responsible for either advising the employee that they may self-refer or, in
serious circumstances and as an adjunct to the performance counselling or
disciplinary process, referring the employee to the EAP.

Employees
The employee is responsible for:
Using the service responsibly ie. keeping and being on time for appointments,
accessing the service where there is genuine need
Using the service where, as part of a performance or work behavioural
counselling process, the employee s manager recommends the EAP
Considering self-referral to the EAP when recommended by a manager, HR
staff, chaplain or corps officer and accepting that the recommendation is
made in the best interest of the employee.

Human Resources
HR is responsible for recommending a cost-effective EAP provider who meets
the requirements of this policy, and is able to provide the service in keeping
with TSA values.

Related Processes, Procedures, Forms & Tools

Formal Grievance Procedure Flowchart




Crossroads Network Manual V1.1 - 2009                              Page 24 of 230
                                         Employee Code of Conducts
Document Type:       Policy
Author:              Carol Shaw
Application:         TSA HR Manual
Code:
Issue:               August 2006
Reviewed:

Purpose

The Salvation Army is an international Christian movement with a clear
Mission and supporting Values. The Salvation Army Mission, Values and HR
Principles underpin the detailed policies and procedures in the HR manual.

The Employee Code of Conduct (the Code) provides a basis for all employees
to maintain a working environment that is productive, positive, enjoyable,
safe and free from harassment and discrimination. It will also assist managers
to induct employees into the organisation and address any circumstances that
may arise which conflict with the stated standards, Mission and Values of the
organisation. All employees should strive to uphold the aims and objectives of
The Salvation Army in caring for the needy and vulnerable, respecting the
rights of each to personal safety, respect, dignity and well-being.

The Salvation Army expects all employees to behave in an ethical and
professional manner at all times. The Code outlines standards of personal and
professional conduct which are in keeping with both organisational and
community expectations of employees working for The Salvation Army. The
Code provides guidelines for the appropriate behaviour of all employees. The
Salvation Army Values are the foundation of our Organisational HR Principles
and demonstrate our organisational commitment to employees. The Salvation
Army Values are Compassion, Human Dignity, Justice, Hope and Community.

A detailed expression of the Values relating them to the Organisational HR
Principles can be found in the HR Policy Manual, Section 2 - Our Organisation.

Refer: Minute SHA Attach 2
Mission Policy
Values Policy
Organisational HR Principles Policy

Scope

This policy applies to all employees and officers as managers of employees.

Statement of Policy

The Employee Code of Conduct provides clear guidelines and standards for
the appropriate behaviour expected of employees working in all Salvation



Crossroads Network Manual V1.1 - 2009                             Page 25 of 230
Army centres. It is not intended to provide an exhaustive list but to
strengthen The Salvation Army Mission, Values and Organisational HR
Principles set out in the HR Policy Manual. The Salvation Army is committed to
the standards set out in the Employee Code of Conduct.

Application/Access

The Employee Code of Conduct policy is made available to employees as part
of the induction process. The Employee Code of Conduct can be accessed via
the HR Manual electronically (Lotus Notes and Extranet) or directly from your
manager/supervisor. A hardcopy (Booklet) is also available via your
manager/supervisor. References within the Code can be accessed
electronically via the HR Manual, Minutes, or Bulletin Board (Lotus Notes or
Extranet) or directly from your manager/supervisor. All employees must be
familiar with the Code and observe its provisions.

Breaches of the Code

The Salvation Army is committed to the standards set out in the Employee
Code of Conduct. Where The Salvation Army has identified a breach of the
Code, a response to the breach may result in:
Counselling
Disciplinary action
Termination of employment

The Salvation Army will investigate a complaint or allegation of behaviour that
is contrary to these standards. Investigations will be carried out with
sensitivity and fairness. Confidentiality is to be maintained by all parties. The
formal action taken when performance or behaviour standards are not met is
stated in the following policies within the HR Policy Manual:

Refer: Employee Discipline Policy
Performance Counselling Policy
Managing People Performance Policy
Employee Dismissal Policy
Grievance Resolving Issues and Concerns Policy

Personal Conduct

Attendance and Punctuality
Employees are expected to be punctual and regular in their attendance. When
an employee is unavoidably absent from work due to sickness or any other
reason, the employee should notify their manager (or appropriate delegate)
promptly (preferably before their normal starting time) and indicate their
likely return to work. Managers may exercise their responsibility to contact
employees who have not contacted them directly within a reasonable
timeframe to ascertain the reasons for that individual s absence.



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Dress and Appearance
The Salvation Army is a well-recognised and respected organisation that
projects a particular image to its clients and the community it serves.
Employees are to ensure that their appearance is neat, clean and appropriate
for their particular area of work. A high standard of personal hygiene is
expected at all times. Where a uniform is provided, it must be worn in
accordance with The Salvation Army requirements. When wearing a uniform
to and from work, employees are expected to conduct themselves in a
responsible and professional manner. The manager is responsible for
determining the dress code appropriate to the environment. For example in
the THQ/DHQ environment, the general expectation is casual business wear
or appropriate Salvation Army uniform. The manager can make exceptions for
medical purposes.

Casual business wear is defined as:
Trousers, pants, skirts
Modest shirts, blouses, jumpers, cardigans, sports jackets (does not include
sports wear with large brand names or motifs)

Casual business wear does not include:
Denim jeans or leggings
Any form of sports shoes (including joggers or runners), thongs, slippers or
dilapidated footwear
Athletic wear
Torn or ripped clothing (even if designer tears)
Unsuitably revealing clothing (including backless tops or dresses, or garments
that reveal the midriff)
Any clothing displaying offensive messages of any nature.

Depending on the type of program undertaken in specific activities, the
manager has responsibility for determining appropriate attire for certain
activities.

Refer: Minute GRU Att 2 Uniform Grant to Full-Time Soldier Employees

Employee/Client Boundaries
The term employee/client boundaries identifies the importance of the trust
inherent in the relationship between employees and their clients. From the
seemingly harmless giving/accepting of a gift/s, to the establishment of an
economic relationship, through to the feelings of sexual attraction to or from
a client, employees are frequently challenged by, and need to remain aware
of, the limits or boundaries of the employee/client relationship.
Employee/client boundaries are interpersonal in their construction and for
many employees represent sources of continual struggle and reflection as
they seek to do good for the client and at the same time not cause harm.
Breaching of employee/client boundaries is going outside the limits of the
employee/client relationship. These breaches occur when establishing a


Crossroads Network Manual V1.1 - 2009                              Page 27 of 230
social, economic or personal relationship with the client, and may include, but
are not limited to physical, verbal or psychological abuse. Economic, personal
or sexual relationships between an employee and client are unacceptable, as
there is an exploitation of power, knowledge or influence gained by the
employee within the employee/client relationship. This applies to both current
and former clients. Employees are expected to maintain proper boundaries
with clients. Some workplaces may have specific policies that go beyond these
minimum standards. Employees are expected to make themselves aware of
any workplace and/or program-specific policies/guidelines in this area.

Gambling
Official sanction and public acceptance of this practice is, in the opinion of
The Salvation Army, contrary to the Christian principles to which we
subscribe. Gambling is seeking gain at the expense of others, solely on the
basis of chance. The Salvation Army is acutely aware of the suffering and
deprivation experienced by many people as the result of this practice. Since
gambling is motived by selfishness, it runs counter to the Christian expression
of love, respect and concern for others. In keeping with the Christian Mission
and Values of The Salvation Army, employees are not to participate in raffles,
sweeps or any other activity associated with gambling on Salvation Army
premises and/or when representing The Salvation Army.

Refer: The Salvation Army Website, Positional Statements - Gambling

Personal Behaviour
Employees are required to undertake their duties in a professional,
responsible, conscientious and ethical manner and to act in the best interests
of The Salvation Army. They are expected to act honestly in all of their duties.
When dealing with clients, suppliers, contractors, volunteers and fellow
employees and officers, employees are expected to be courteous, respectful
and patient.

In keeping with the Christian Mission and Values of The Salvation Army,
employees are to refrain from:
using blasphemous language or actions.
any conduct (including offensive language) which may cause unwarranted
offence or embarrassment, and are not to make any untrue or improper
allegations.

Pre-existing Relationships
Pre-existing relationships are identified by the pre-existence of an association
between the client and the employee. The relationship already established
may be personal, social or financial and employees need to inform their direct
line manager of the relationship and, if possible, to ensure minimal contact
with the client where necessary to preserve the professional relationship. The
presence of dual relationships in small and isolated communities may be
unavoidable. Employees who work in these communities need to remain
particularly mindful of the potential impact of dual relationships. The fact that


Crossroads Network Manual V1.1 - 2009                               Page 28 of 230
an employee lives in a small and isolated community does not diminish the
employee s responsibility to maintain Employee/Client boundaries.

Smoking
Passive smoking can impact on other employees, the community and create a
poor image of The Salvation Army. The Salvation Army does not promote or
encourage smoking. Smoking is not permitted in Salvation Army vehicles
(owned or leased), buildings or in the immediate vicinity of entrances to
Salvation Army buildings. Employees may only smoke in their own time or
during authorised breaks as set out in the award, agreement or employment
contract and/or as authorised individually by their manager. Managers should
only authorise individual smoking breaks on an exceptional and infrequent
basis. The Salvation Army encourages any employee who smokes to quit
smoking. Employees with a demonstrable intention to quit smoking should
approach their manager for assistance if needed.

Policies and Laws

Employees have a responsibility to implement and administer The Salvation
Army policies and procedures and comply with legislation. It is acknowledged
that employee views, on particular matters, may differ from The Salvation
Army, however such views must not either interfere with the performance of
an employee s duty or prevent the employee from supporting The Salvation
Army Mission and Values.

Alcohol and Substance Abuse or Misuse
In keeping with The Salvation Army Value of Human Dignity and respecting
the sanctity of human life, The Salvation Army seeks to value individuals and
provide a positive and safe environment so that they may deliver competent
performance within their role. Employees must also ensure that the health
and safety of other employees, officers, volunteers, contractors and clients
are not endangered by any misuse. The Salvation Army expects employees to
perform their jobs with skill, care and diligence. Employees should not do or
fail to do anything that is likely to have a detrimental effect on their work
performance and that of other employees, officers, volunteers, contractors
and clients. Accordingly, employees should not be under the influence of
alcohol or illegal substances while they are at work, on duty or at work
functions. While driving a Salvation Army fleet vehicle, if a driver is involved in
an accident while driving under the influence of alcohol or drugs (as
evidenced by conviction under traffic laws), The Salvation Army s insurer
reserves the right to recover all accident costs from the driver. Possession,
use or trafficking in illegal drugs on Salvation Army premises is not permitted.
The Salvation Army premises include, but are not limited to, all buildings,
vehicles, car parks, meeting rooms, and open spaces. Any such activity will be
immediately referred to the police and The Salvation Army will take
disciplinary action. This may include termination of employment. Employees
must notify the manager if the taking of, or failure to take, prescribed
medication is likely to affect their performance and/or affect the safety of any


Crossroads Network Manual V1.1 - 2009                                 Page 29 of 230
person at the workplace. This is to ensure workplace safety is not jeopardised
and that any performance impact is properly managed. It is the responsibility
of employees to follow the directions/precautions for any drugs prescribed by
a health professional for individual use and/or commercially available
preparations that may impact their capacity.

Refer: Minute AUF Salvation Army Fleet and Privately Owned Vehicles


Equal Employment Opportunity
Equal employment opportunity (EEO) means fair practices in the workplace.
All employees have fair and equal access to employment opportunities and
benefits. It means employees are not inhibited or prevented from taking up
those opportunities and benefits through the operation of barriers such as
bias, prejudice or discriminatory policies and practices. The Salvation Army is
committed to equal employment opportunity and will take all reports of unfair
or discriminatory employment practices seriously. No employee is to be
victimised because they made a complaint, or supported or not supported
some else s complaint. Where incidents are reported, all parties are to
maintain strict confidentiality at all stages of the investigation and resolution
process. Any complaints that are found to be vexatious may be subject to
disciplinary action. All managers of The Salvation Army must do their best to
prevent discrimination from occurring. If a manager ignores or encourages
any discrimination that is happening in their team they may be subject to
disciplinary action. The following behaviours are regarded as unacceptable
conduct in The Salvation Army. All reported incidents will be investigated.

Bullying
Bullying is unreasonable behaviour that is directed against an individual or
group by another individual or group and is derived from the misuse of power
over the target of the behaviour. This may include:
Verbal abuse, shouting
Excluding or isolating behaviour
Deliberately withholding information vital for effective work performance
Giving employees impossible assignments
Physical abuse

It is the responsibility of all employees within The Salvation Army to ensure
that the centres and facilities are free from harassment. Managers have a
particular and clear responsibility to meet this requirement. Managers who
become aware of serious breaches of policy within The Salvation Army must
immediately notify the Divisional Commander, Regional Officer, Cabinet
Secretary or Head of Department.

Discrimination
Anti-discrimination laws provide guidelines on respecting personal difference.
Treating people differently and to their disadvantage, on the basis of personal
characteristics (protected attributes), is unlawful. The following are examples


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of protected attributes under the law (which vary from state to state): age,
industrial activity, parental status, political belief, personal association, race,
ethnic background, carer status, marital status, pregnancy/potential, lawful
sexual activity, unrelated criminal record, impairment, religious belief/activity,
physical features, gender identity, disability and sex. A number of exemptions
exist within legislation and examples are listed in the Prevention of
Harassment, Discrimination and Bullying Policy.

Harassment
Harassment is any type of behaviour that:
The other person does not want and does not return
Offends, embarrasses, or scares them, and may be either sexual or non
sexual in nature
Targets them because of their race, sex, pregnancy, or other protected
attribute under the law
Constitutes a form of bullying

Harassment does not have to be a series of incidents or an ongoing pattern of
behaviour. Neither does harassment need to be intentional to attract
disciplinary action. Harassment can occur in any work related context
including:
Social functions
Conferences
Office social gatherings
Business trips

Harassment and discrimination can form part of a continuum of unacceptable
behaviour that can include sexual assault, stalking and harassing phone calls,
some of which are also against criminal law, which means the police may
prosecute anyone who commits such acts. Fair discipline, performance
counselling or workplace control practices based only on performance issues
do not, in themselves, constitute harassment.

Racial and Religious Vilification
Racial and religious vilification is conduct that incites hatred against, serious
contempt for, or revulsion or severe ridicule against a person or group on the
grounds of racial identification or religious belief or activity. Racial and
religious vilification, a form of harassment and discrimination, is unacceptable
conduct in The Salvation Army.

Refer:
Minute EEO Equal Opportunity for Women and Affirmative Action Policy for
Women in the
Workplace Policy Statement.
Prevention of Harassment, Discrimination and Bullying policy
Racial and Religious Tolerance Act 2001 (Vic)
Employee Discipline Policy



Crossroads Network Manual V1.1 - 2009                                 Page 31 of 230
Occupational Health and Safety
The Salvation Army is committed to providing a healthy and safe workplace
for all officers, employees, volunteers, contractors and visitors to our centres.
Employees have a responsibility to make the workplace environment a safe
and healthy place for all concerned. Legislation differs from state to state and
varies according to the work undertaken, so it is important employees are
familiar with the standards or procedures in their particular area of work.
Employees have to be advised of these standards or procedures during the
induction process and it is a matter of urgency for the immediate manager to
provide the necessary information.

All employees are responsible for:
Knowing and complying with The Salvation Army OHS requirements
Working so as to not endanger themselves or any other person by any act or
omission
Using and following instructions, training or other information provided with
regard to OHS
Reporting all incidents, accidents, injuries and hazards to management for
action

Ownership of Products and Copyright
All products, literary, dramatic, musical, cinematographic and artistic works,
computer programs, material in written or other format, discoveries,
inventions and improvements in relation to such matters, together with all
copyright and intellectual property created, authored, discovered, developed
or produced by the employee for the purpose of, or in the course of, the
employee s employment will remain the property of The Salvation Army and
will not be used by the employee other than for the purpose of Salvation
Army business. Unless otherwise agreed, the Salvation Army retains the
copyright of work produced by the employee during their employment with
The Salvation Army. Upon termination of employment the employee will
return all correspondence, documents, data, information, equipment and
things, including copies thereof, belonging to the employer that may be in the
employee s possession, custody or control.

Refer: Recruitment and Selection Policy Attachments: Employment
Contracts

Privacy
The Salvation Army is committed to ensuring the privacy entitlements of all
people are protected. Personal information (information which could be used
to identify the person) about clients and/or those working within the
organisation must be appropriately:
Collected
Stored securely
Distributed carefully
Used appropriately


Crossroads Network Manual V1.1 - 2009                               Page 32 of 230
Protected from damage and unauthorised access

Information may only be used for the stated purpose for which it was
gathered and provision of information to any person or organisation without
the original person s authorisation is prohibited. Employees must familiarise
themselves and act in accordance with the Privacy Policy and practices of The
Salvation Army.

Refer: Recruitment and Selection Policy
Minute IPP Privacy Policy

Public conduct and media contact
Employees making comments in a public forum on any matter relating to The
Salvation Army must act in a way that is in keeping with the Mission and
Values and protects the reputation of The Salvation Army. Only authorised
personnel may speak with the media on behalf of The Salvation Army.
Employees are not permitted to speak with media representatives without
first receiving clearance from the Public Relations Secretary.
The following needs to be approved by the Public Relations Department:
All policy decisions of The Salvation Army to be conveyed to the public
In the case of major state emergencies or disasters a public relations
representative will be the only [spokesperson] for The Salvation Army
Approaches to or from the electronic media or major newspapers should be
made with the relevant state Public Relations Department
Any promotion of a specific Salvation Army centre or activity in the electronic
media and major newspapers and magazines is the direct responsibility of the
Public Relations Department


Employees visibly identifiable as being representatives of The Salvation Army
shall not conduct themselves in their private capacity in a manner that would
reflect seriously and adversely on the organisation or fellow employees within
the organisation.

Refer: Minute MRE Media Relationships

Telephone, email and internet use
Telephone (including mobile phone), email and Internet facilities may only be
used by officers, employees and volunteers for the business purposes of The
Salvation Army. If a mobile phone is issued for work purposes, any personal
calls made will be a personal expense. Personal calls using telephone land line
is acceptable if kept to a minimum. Employees should seek permission from
their manager if they need to make an international or STD telephone call for
emergencies only.

Refer: Minute INT Internet Usage Policy
Minute CPP Computer User Charter



Crossroads Network Manual V1.1 - 2009                              Page 33 of 230
Minute CPL Policy and Guidelines for the Use of Lotus Notes in Salvation Army
Communications
Minute MPR Mobile Phone Requisition - Guidelines

Use of Salvation Army Equipment, Assets and Services
The Salvation Army resources are to be used effectively and economically.
Employees should be scrupulous in their use of The Salvation Army
equipment, assets and services and act according to the
authorities/delegations provided in organisational minutes, policies and
procedures. Employees must not deliberately misuse Salvation Army
equipment, assets, or the services of other Salvation Army personnel. When
using Salvation Army equipment, employees are required to follow the
instructions provided in order to avoid personal injury and/or maintenance
and replacement costs.

Examples of misuse include:
Copying computer software programs regardless of whether or not the
programs are protected by copyright
Use of The Salvation Army letterhead paper or postage when corresponding
on personal or other matters not directly related to The Salvation Army
Unauthorised use of The Salvation Army logos
Falsifying, manipulating business records or destroying them without specific
authorisation
Using The Salvation Army equipment for personal and/or commercial gain

Employees provided with vehicles (private or commuter use) are responsible
for using them in accordance with The Salvation Army policy and guidelines.

Refer: Recruitment and Selection Policy Attachments: Employment
Contracts
Minute COP and COP Attach 1 Copyright Requirements on Salvation Army and
Non Salvation Army Vocal Music
Minute CPE Computer Equipment
Minute AUF Salvation Army Fleet and Privately Owned Vehicles

Conflicts of Interest

Employees must ensure there is no conflict or incompatibility between their
personal interests, whether pecuniary (i.e. relates to money) or non-pecuniary
and the impartial fulfilment of their duties. It is not possible to define all
potential areas of conflict of interest but a number of situations are referred
to below. If an employee is in doubt as to whether a conflict exists, they must
raise the issue with their manager.
Gifts and hospitality offered where there is an expectation of a return favour
(which may or may not be to the detriment of The Salvation Army)
Additional employment that prevents or hinders the performance of a person
in their role



Crossroads Network Manual V1.1 - 2009                             Page 34 of 230
Decisions regarding the employment or promotion of relatives or friends must
be declared to the manager
Promotion of or soliciting for clients for own private business and/or personal
gain

All potential conflicts of interest must be notified to the manager. Wherever
possible employees should disqualify themselves from situations of conflict of
interest. Where disqualifying themselves is not possible the employee is to
notify their manager declaring such conflict of interest.

Gifts and Hospitality
Employees are obliged to notify their manager of any gift, reward or benefit
that they are offered. Employees should not accept any gift where there is, or
where there may be the perception of, a conflict of interest with past, present
or future duties or where the object of the gift is to maintain or return a
favour. Under no circumstances is cash money to be accepted as a gift. A
simple test to ascertain whether a gift should be accepted is to question if its
acceptance could stand the test of openness, i.e. whether full disclosure of
the gift would be embarrassing or damaging to The Salvation Army. Gifts of
an appropriately modest nature may be considered acceptable in certain
circumstances and in deciding such, managers are required to exercise
reasonable judgement and consider the implications of the offer. Participating
in business related functions, including accepting meals with a supplier or
competitor, customer or contractor is permissible business practice. However,
care should be exercised to ensure that these functions have an underlying
business purpose and that their value and frequency is not excessive.
Particular care should be exercised to ensure any such functions falls within
the limits of socially acceptable behaviour and that the employee s presence
does not reflect badly on The Salvation Army. Employees are required to
ensure participation in functions does not influence their behaviour or
decision-making in respect to the sponsor of the function.

Relatives and close friends
A conflict of interest may arise where an employee makes or participates in
decisions affecting another person with whom they have a personal
relationship (such as a relative, spouse, close friend or personal associate).

Examples of such situations include:
the selection, appointment or promotion of staff
purchasing of goods or services
the enforcement of regulations

In cases where a conflict may arise, employees must advise their manager.
Wherever possible, employees should disqualify themselves from dealing with
those persons in such situations. Where disqualifying themselves is not
possible the employee is to notify their manager declaring such conflict of
interest.



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Confidentiality

Employees, via the conduct of their duties, may have access to personal or
commercial information relating to individuals, the public, or the financial or
other operations of The Salvation Army. This information is to be used for
Salvation Army purposes only and should remain secure and confidential. It is
important that the community has confidence that information acquired by
The Salvation Army is only used for the stated purposes for which it was
collected. Employees must not discuss or release to any person, inside or
outside of the organisation, any confidential or sensitive information relating
to The Salvation Army and/or its operations unless the person is duly
authorised.
Refer: Minute IPP Privacy Policy

Outside Employment/Directorship

Employees are permitted to perform work outside of The Salvation Army
provided it does not conflict or interfere with the performance of their official
duties. For example the employment or business or Directorship the employee
has undertaken must not interfere with their Salvation Army work or be
undertaken while on Salvation Army duty, involve confidential information or
resources obtained through their work with The Salvation Army, discredit or
disadvantage The Salvation Army or interfere with The Salvation Army s
business practices. If conducting your own business, any work associated with
this must not be done during The Salvation Army working time and The
Salvation Army resources must not be used. If there could be a conflict, or
there may be a perception that there could be a conflict, the employee must
advise and seek prior written consent from their Divisional Commander,
Regional Officer, Cabinet Secretary or Head of Department through their
direct line manager. Failure to do so may result in disciplinary action,
depending on the seriousness of the matter.

Representation of The Salvation Army

Employees may be asked to be part of an external Committee, Board or
forum, or public speaking engagements as a representative of The Salvation
Army. Employees are expected to be professional, apolitical and objective.
Employees are also asked to be mindful of The Salvation Army Mission,
Values and Official Statements and that, as a representative of The Salvation
Army, an employee s action cannot obstruct the mission of the Army. An
employee must obtain prior written consent from their Divisional Commander,
Regional Officer or Cabinet Secretary through their Head of Department. Any
payment received by an employee from an external body whilst representing
The Salvation Army within normal working hours shall be paid to The
Salvation Army

Definitions



Crossroads Network Manual V1.1 - 2009                               Page 36 of 230
Blasphemy: Blasphemy is words or actions showing disrespect for God or
sacred things .

Clients: Refers to anyone who comes to us for help and/or we provide a
service to and/or uses our services. Clients may also be known as patients or
customers.

Directorship: Refers to being a director (whether executive, working or
otherwise) of a company or partnership (whether as an active partner or
otherwise).

International Mission Statement: The Salvation Army, an international
movement, is an evangelical part of the universal Christian Church. Its
message is based on the Bible. Its ministry is motivated by the love of God.
Its mission is to preach the gospel of Jesus Christ and to meet human need in
His name without discrimination.

Mission Statement: The Salvation Army, raised up by God for the work of
Transforming Lives, Caring for People, Making Disciples and Reforming
Society.

Outside employment: Refers to employment by an employer other than
The Salvation Army, self-employment, and contract work. Examples of outside
employment include, but are not limited to: tutoring, taxi driving, cleaning,
working in a restaurant and running a business (including role of Landlord).

Values: Recognising that God is always at work in the world, we value
Human Dignity, Justice, Hope, Compassion and Community.


Responsibilities Required by the Policy

Territorial Leadership and Cabinet
The Territorial Leadership and Cabinet is responsible and accountable for:
Providing the Employee Code of Conduct, ensuring that the Code is consistent
with the Mission and Values of The Salvation Army
Periodically reviewing the effectiveness of the Code so that it continues to
benefit employees and the organisation.

Divisional Commanders/Regional Officers/Managers/Supervisors
Managers are responsible and accountable for:
Undertaking their duties and behaving in a manner that is consistent with the
provisions of the Employee Code of Conduct
Informing employees about the Employee Code of Conduct, relevant policies,
procedures and minutes
Providing appropriate training and/or performance counselling to ensure the
required standard is met



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Reporting any departure from the Employee Code of Conduct by themselves
or others
Acting consistently and fairly in dealing with behaviour that breaches this
code.

Employees
All employees have a responsibility to:
Be personally responsible and accountable for their own performance,
behaviour and attendance in the workplace
Undertake their duties and behave in a manner that is consistent with the
provisions of the Employee Code of Conduct.
Report any departure from the Employee Code of Conduct by themselves or
others
Comply with organisational policies and procedures
Promote a positive, healthy and safe environment in the conduct of their work

Refer: Managing People Performance Policy
Performance Counselling Policy

Human Resources
The Executive Director, Human Resources and Risk Management will be
responsible for reviewing the policy and associate tools at regular intervals or
as needed to meet change organisational requirements and proposing policy
changes to TPC for consideration. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org

Related Topics

Mission & Values

Organisational HR Principles

Grievance Resolving Issues and Concerns

Employee Discipline

Performance Counselling

Managing People Performance

Employee Dismissal

Prevention of Harassment, Discrimination and Bullying
OHS Manual

Recruitment and Selection




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Dispute/Grievance/Complaint

This can be any type of problem, concern or complaint related to the mission
and work of The Salvation Army by those associated with it. No assumptions
are to be made or action taken until all the relevant information has been
collected and considered.

Related Minutes

Minute SHA Attach 2 Statement on the Ethical and Behaviour Standards
within the Australian Territories of The Salvation Army
Minute COP and COP Attach 1
Copyright Requirements on Salvation Army and Non Salvation Army Vocal
Music
Minute CPE Computer Equipment
Minute AUF Salvation Army Fleet and Privately Owned Vehicles
Minute GRU Att 2 Uniform Grant to Full-time Soldier Employees
Minute IPP Privacy Policy
Minute MRE Media Relationships
Minute INT Internet Usage Policy
Minute CPP Computer User Charter
Minute CPL Policy and Guidelines for the Use of Lotus Notes in Salvation Army
Communications
Minute MPR Mobile Phone Requisition - Guidelines
Minute EEO Equal Opportunity and Equal for Women and Affirmative Action
Policy for Women in the
Workplace Policy Statement.




Crossroads Network Manual V1.1 - 2009                            Page 39 of 230
                                             Employee Discipline Policy
Document Type:       Policy
Author:              Jade Smaniotto
Application:         TSA HR Manual
Code:
Issue:               09/06/2004
Reviewed:

Purpose

The Salvation Army s employee discipline policy and related procedures exist
to assist managers in dealing equitably with employees where documented
employee performance counselling has failed to yield the desired results or
where an employees behaviour or performance constitutes a serious breach
of their obligations. This policy aims to ensure that the rights of The Salvation
Army and its employees are protected when utilising the formal disciplinary
processes.

Scope

The Employee Discipline policy and associated procedures applies to all
Salvation Army employees at all levels of the organisation.

Statement of Policy

When it becomes clear that formal employee performance counselling has
failed to correct a performance and/or conduct related issue, or where an
employee has clearly breached their obligations there is a requirement to
undertake formal disciplinary processes. When disciplinary procedures are
employed, managers must:
Treat every case on its own merits.
In making recommendations, be guided by their knowledge of the employee
concerned and the advice received from Human Resources if necessary.
Look at dismissal of the employee as a last resort. Employee performance
counselling and/or disciplinary action must take place prior to any decision
regarding termination.

To be certain that a fair and impartial process has been followed when
disciplining an employee, the following guidelines must be adhered to. All
employees must be given the opportunity to discuss and respond to
performance issues. Employees will be given appropriate support to resolve
such performance problems in accordance with organisation and legislative
requirements in a prompt manner: and If an employee performance does not
improve to the required standards or the issue is not successfully resolved
then it is possible the final outcome may be termination of employment. For
procedures and definitions on what constitutes a breach of conduct and/or
performance and the steps that must be taken when utilising the disciplinary
process, refer to the Disciplinary Procedure Manual .



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Definitions

Unsatisfactory Work Performance
Refers to performance that is not at an acceptable standard due to an
inability, unwillingness, and inefficiency to perform duties in accordance with
an employee s position description.

Misconduct
Refers to conduct by an employee that is unsatisfactory and unacceptable by
nature.

Disciplinary Process
Refers to the process undertaken by The Salvation Army to investigate and
manage significant employee performance issues or claims of unacceptable
conduct or workplace behaviour.

Disciplinary Action
The action or actions taken as a result of moving through the disciplinary
process and is the outcome of a substantiated allegation or assessment for
which a penalty is deemed appropriate.

Dispute/Grievance/Complaint

This can be any type of problem, concern or complaint related to the mission
and work of The Salvation Army by those associated with it. No assumptions
are to be made or action taken until all the relevant information has been
collected and considered.

Related Topics

Employee Dismissal, Performance Counselling, Performance Management.

Responsibilities Required by the Policy

Supervisors/Managers
Each supervisor/manager must ensure that employees maintain standards of
performance and conduct, which support The Salvation Army s mission and
values. Supervisor/manager are required to deal with unacceptable
performance and conduct quickly and appropriately.

Employees
An employee will observe any lawful direction given by their
supervisor/manager in order to ensure the safety of individuals and the
orderly conduct of employment within The Salvation Army. An employee must
at all times maintain an acceptable standard of performance and behaviour
and must not indulge in any acts, which may result in damage to Army
property or reputation.


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Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org

Legislation

Workplace Relations Act 1996 (Commonwealth)

Related Processes, Procedures, Forms & Tools

Discipline after Counselling Flowchart

Discipline without Counselling Flowchart

Employee Discipline Procedures V 1.1

Performance Conduct Interview

Warning Meeting Minutes

Written Warning Letter

Final Warning Letter




Crossroads Network Manual V1.1 - 2009                           Page 42 of 230
Grievance – Resolving Issues and Concerns
Document Type:       Policy
Author:              Ellie Halse
Application:         TSA HR Manual
Code:
Issue:               01/06/2004
Reviewed:

Purpose

The Salvation Army is committed to providing a positive environment for
those associated with its work and mission. Part of creating a positive
environment is to provide an accessible and appropriate dispute resolution
process to bring satisfactory resolution to any disputes, which may arise. The
dispute may involve a person, a workplace system or procedure.

Scope

The grievance policy and associated procedures applies to all Salvation Army
employees at all levels of the organisation.

Statement of Policy

The Salvation Army is committed to providing an accessible and appropriate
dispute resolution process that is equitable for the individual and the
organisation. The policy aims to resolve issues as quickly as possible and as
close to the source of the dispute as is practical. All attempts will be made to
resolve disputes in a conciliatory manner respecting the dignity of the
individuals involved. The existence of the policy is not intended to limit the
right to seek the assistance of any external agency in the resolution of a
dispute. The dispute may involve a person, a workplace system or procedure.

The dispute resolution process will operate within the following principles:

Confidentiality
Impartiality
Promptness
Sensitivity
Courtesy
Respect

It is expected that as a first step, individuals will attempt to resolve the issues
between themselves. Where this is not appropriate of does not result in a
satisfactory resolution a more formal procedure as outlined in this policy can
be applied.




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Confidentiality

Only the people directly involved in a complaint, or helping to sort it out, can
have access to information about it. Everyone involved in attempting to
resolve a grievance will be told about the importance of confidentiality.

Impartiality

If the complaint is against another person, both sides will be given an
opportunity to give an account of the dispute. Any person who has been
complained about has a right to know the details of any allegations against
them. All allegations will be investigated before a decision is made.

Promptness

We aim to resolve all grievances as close as possible to where they occurred
and with a minimum of fuss. In many cases complaints can be resolved by
agreement between the people involved with no need for disciplinary action.


Appealing a Decision

A person who uses this procedure can appeal against a decision that they are
unhappy with by following the graduated steps in the grievance dispute flow
chart.

Formal and Informal Resolution

Disputes may be resolved in a formal or informal manner. Where possible, as
a first step and with the agreement of both parties, the dispute may be
resolved informally. If the dispute is not resolved at the informal level then
the formal process provides graduated steps for further discussion and
resolution at higher levels of authority. A formal resolution requires a
thorough investigation to be undertaken, and the process documented.

Continuance of Duties

The line manager or other appropriately authorised manager will decide if any
change of duty is required by any parties to the dispute, during the resolution
process. This will be determined with the view to protecting the rights of both
the individual and the organisation.

Mediation

Parties may be brought together to resolve the dispute with the help a
designated mediator. This may range from the immediate supervisor/manager
to an independent person depending on the agreement of the manager



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responsible and the parties to the dispute. This may take place in a formal or
informal manner.

Pastoral Care

Pastoral care may be made available to parties involved in a dispute, if they
feel it would be appropriate.

Support Person

At any stage of the resolution process all parties have a right to be
accompanied by a support person of their choice.

Contact Officer

These supply a supplementary or alternative to line managers, where the line
manager is inappropriate or requires further information. Matters such as
Workcare, Occupational Health and Safety, Equal Opportunity, Harassment,
Employee Relations may require the assistance of the designated officers. In
instances where there is no designated officer the HR Partner is the
appropriate contact officer.


Definitions

Dispute/Grievance/Complaint
This can be any type of problem, concern or complaint related to the mission
and work of The Salvation Army by those associated with it. No assumptions
are to be made or action taken until all the relevant information has been
collected and considered.

Related Topics

Harassment

Responsibilities Required by the Policy

The Salvation Army
While it is the responsibility for all people associated with the work and
mission of The Salvation Army to promote a positive, courteous and respectful
environment, officers and managers have a particular responsibility to assist
in the resolution of disputes in an appropriate and conciliatory manner.

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org


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Related Processes, Procedures, Forms & Tools

Formal Grievance Procedure Flowchart




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      Prevention of Harassment, Discrimination and Bullying
Document Type:       Policy
Author:              Ellie Halse
Application:         TSA HR Manual
Code:
Issue:               20/06/2004
Reviewed:

Purpose

The Salvation Army is an equal opportunity employer, and is committed to
providing a safe working environment free from all forms of harassment and
discrimination. The Salvation Army s Harassment Prevention Policy provides
guidelines on the professional standard of behaviour expected from all people
associated with it. The Salvation Army further aims to build relationships with
all people characterised by dignity, courtesy and respect that extend beyond
legislative workplace requirements to a broader equal opportunity approach.
The Salvation Army aims to:
Create an environment where all people associated with The Salvation Army
are treated with dignity, courtesy and respect.
Implement training and awareness raising strategies to ensure that all people
associated with The Salvation Army know their rights and responsibilities.
Provide an effective procedure for complaints based on the principles of
natural justice.
Treat all complaints in a sensitive, fair, timely and confidential manner.
Provide protection from victimisation or reprisals.
Encourage the reporting of behaviour, which breaches this policy.
Promote appropriate standards of conduct at all times.

Scope

This policy applies to all people associated with the mission and work of The
Salvation Army.

Statement of Policy

The Salvation Army is committed to ensuring an environment free from
discrimination and harassment. Discrimination or harassment will not be
tolerated under any circumstances, and disciplinary action will be taken
against those who breach the policy. As an equal opportunity employer, The
Salvation Army has an obligation to take steps to prevent harassment in all
Army centres, corps, and work-sites. The Salvation Army affirms that those
associated with it have both the right to work without harassment of any
kind, and the responsibility to prevent it. State Legislative Acts vary in a
number of respects therefore, to provide consistency across the Southern
Territory; the policy has been drawn up following the most stringent
provisions of federal and state/territory law. Harassment that makes the



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workplace unsafe (including many forms of bullying that are not actually
against equal opportunity law) may also be against occupational health and
safety law.

What is Discrimination?

Discrimination can occur directly or indirectly. Disadvantaging a person on the
basis of any of the following protected attributes can be discriminatory.
Treating a person less favourably or imposing requirements or conditions that
are unreasonable on the basis of their difference can constitute
discrimination.

Who can be Liable?

Equal Opportunity legislation provides that both an individual and the
employer (in our case The Salvation Army) can be liable for acts of
discrimination or harassment by individuals, under provisions, which refer to
vicarious liability .

What is Harassment?

Harassment is any type of behaviour that:
The other person does not want and does not return,
Offends, embarrasses, or scares them, and is either
Sexual or non sexual in nature.
Targets them because of their race, sex, pregnancy, or other protected
attribute under the law. (See Protected Attributes and Racial
Vilification below)
Verbal or physical forms of bullying (see below).

Harassment does not have to be a series of incidents or an ongoing pattern of
behaviour. Neither does harassment need to be intentional to attract
disciplinary action. Harassment can occur in any work related context
including work-related social functions:
Conferences
Office social gatherings
Business trips

Harassment and discrimination form part of a continuum of unacceptable
behaviour that can include sexual assault, stalking and harassing phone calls,
some of which are also against criminal law, which means the police may
prosecute anyone who commits such acts. Fair discipline, performance
counselling or workplace control practices based only on performance issues
do not, in themselves, constitute harassment.

What is Bullying?




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Bullying is unreasonable behaviour that is directed against an individual or
group by another individual or group and is derived from the misuse of power
over the target of the behaviour. This may include:
Verbal abuse, shouting
Excluding or isolating behaviour
Deliberately withholding information vital for effective work performance
Giving employees impossible assignments
Physical abuse

What is Racial Vilification?

Racial vilification is conduct that incites hatred against, serious contempt for,
or severe ridicule against a person or group on the grounds of racial
identification.

EEO

Anti-discrimination laws provide guidelines on respecting important personal
differences. Treating people differently, and to their disadvantage on the
basis of personal characteristics (protected attributes) is unlawful.

Protected Attributes Under Law

Age
Industrial activity
Parental Status
Political belief/activity
Personal association
Race, ethnic background
Carer status
Marital Status
Pregnancy/potential
Lawful sexual activity
Unrelated criminal record
Impairment
Religious belief/activity
Physical features
Gender Identity
Disability
Sex

Exemptions

A number of exemptions exist within legislation, which for example, include
such matters as:
The reasonable and genuine requirements of the employment
Certain provisions which apply to religious bodies
Standards of dress and behaviour


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Welfare services
Care of children
Protection of health safety and property

Any matters concerning these exemptions can be raised with the Human
Resources Department, or the Equal Opportunity Consultant at THQ.

Handling Complaints and Allegations


The Salvation Army will investigate a complaint or allegation of harassment
quickly, fairly and confidentially. All possible steps will be taken to stop and/or
resolve issues of harassment. Principles of natural justice indicate that a
person is made aware of the allegations made against them, and that they
have the right to respond. Harassment that makes the workplace unsafe
(including many forms of bullying that are not actually against equal
opportunity law) may also be against occupational health and safety law.



Disciplinary action

Disciplinary action will be taken against those who are found to have harassed
others, and depending upon the circumstances this may result in disciplinary
action, which may include dismissal. Falsely accusing another person of
harassment may also result in discipline or dismissal.

Making a Complaint

Under The Salvation Army s grievance process any individual who wishes to
make a complaint can do so either formally or informally. Informal complaints
may be resolved through a conciliatory process. However, if a formal written
complaint is made a thorough documented investigation will be undertaken.
This type of complaint must be in writing and signed by the complainant.
Further information can be obtained from the relevant state Human
Resources Manager, Territorial Equal Opportunity Consultant, Employee
Relations Director and Territorial Human Resources Department.

Resolution of a Complaint

All attempts will be made to bring a swift resolution to the complaint. The
complainant has the right to seek legal advice, which may result in legal
proceedings. This being the case, The Salvation Army may elect to withdraw
from the resolution process.

Victimisation




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The Salvation Army is also committed to doing all it can to prevent the
victimisation of anyone who complains, or intends to complain, or supports a
complainant.

Related Topics

Grievance Resolution

Responsibilities Required by the Policy

Managers
While it is the responsibility of all people associated with The Salvation Army
to ensure that the centres and facilities are free from harassment, officers and
line managers have a particular and clear responsibility at law to meet this
requirement. To assist all officers and line managers take all reasonable
precautions against harassment, procedure guidelines have been developed
in line with this policy. Officers and managers who become aware of serious
breaches of policy within the organization must immediately notify the
divisional commander, regional officer or head of department. Divisional
commanders and regional officers are required to interact in all such cases
with the personnel department at territorial headquarters, which will advise
on the processes to be adopted on a case by case basis. The Equal
Opportunity Consultant will undertake to review the Harassment Prevention
Policy annually and advise any required changes to the policy. Further to this
organisational analysis and review will be conducted as indicated, along with
implementing relevant training.

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org.

Related Minutes

See AUS Minute SHA 0896

Legislation

Racial Discrimination Act (1975) & Racial Hatred Act (1995)
http://www.austlii.edu.au/au/legis/cth/consol_act/rda1975202/

Sex Discrimination Act (1984)
http://austlii.law.uts.edu.au/au/other/media.OLD/6051.html

Disability Discrimination Act (1993)
http://www.deakin.edu.au/extern/rdlu/ddaindex.html



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Equal Opportunity Act (1995)
http://www.austlii.edu.au/au/legis/vic/consol_act/eoa1995250/

Related Processes, Procedures, Forms & Tools

Equal Opportunity for Women in The Workplace Agency
E-Mail: eowa@eowa.gov.au
Web: http://www.eowa.gov.au




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                                  Continuity of Service and Transfers
Document Type:       Policy
Author:              Lindsay Hussey
Application:         TSA HR Manual
Code:
Issue:               29/12/2005
Reviewed:

Purpose

To enable managers and payroll to determine whether an employee has
continuity of service i.e. continuous employment, for the purpose of
determining the employees:

Accrual of annual leave and sick leave
Accrual of long service leave
Entitlement to parental leave
Severance payment in the case of a redundancy
Length of notice period in the case of termination by the employer

Scope

This policy applies to all permanent full-time and permanent part-time
employees. Casual employment, subject to the relevant award, agreement or
legislation, does not carry with it the guarantee of ongoing employment.
Consequently, there is generally no continuity of service. However, some
casual employees are entitled to long service leave.

Statement of Policy

An employee is considered to maintain continuity of service where their
employment within The Salvation Army Australia Southern Territory is under
one, unbroken employment relationship or a consecutive set of employment
relationships (where one period of employment immediately follows another).

Absences that do not break Continuity of Service

Subject to the relevant award or agreement and legislation, the following
absences from work are not considered breaks in service:
All forms of paid leave (eg. annual leave, sick leave, long service leave)
Absence from work on account of illness or injury (NB. In Victoria and
Western Australia the period of the absence for illness or injury which does
not break service is limited refer to the legislation)
All forms of authorised unpaid leave (eg. parental leave)
Absence arising directly or indirectly from an industrial dispute
Absence brought about by the employer (including dismissal) where the
employee is re-employed within a defined period from the date of dismissal.



Crossroads Network Manual V1.1 - 2009                             Page 53 of 230
[In this case, continuity of service is relevant only to the entitlement to long
service leave.]

Absence does it count as service?

As a general rule, paid approved absences count as service, whereas unpaid
approved absences will generally not count as service. Absences that do not
count as service, while not breaking continuity of service, will not be included
in the calculation of an employee s total length of service for the purpose of
calculating entitlements. For example, an employee on long service leave (an
approved, paid absence) continues to accrue annual leave, sick leave and
long service leave while on leave. However, a woman on maternity leave (an
approved but unpaid absence) will not accrue annual leave, sick leave or long
service leave while on maternity leave.

Change of Status

Where an employee commences with The Salvation Army on a temporary
employment contract and is subsequently offered permanent employment,
and there is no break in service, the period under the temporary contract will
be counted as service and will be included in the calculation of an employee s
total length of service for the purpose of calculating entitlements.
Engagement as a contractor or through a third party agency (ie. where the
person is engaged through another company and their services are paid via
an invoice and not through payroll) is not considered temporary employment.
Therefore, where the person is subsequently offered permanent employment
the previous period of work is not counted as service. Where an employee
commences with The Salvation Army as a casual employee and is
subsequently offered permanent employment, the period of service as a
casual employee will not count as service, unless otherwise stated in the
award or agreement, as the employee has been paid a loading in lieu of
entitlements. However, some casual employees are entitled to long service
leave. This entitlement is dependent on the specific working pattern of the
individual casual employee (refer to the relevant State Long Service Leave
legislation). Where the entitlement is not clear refer to your HR Partner.

Recommencement after Termination

Where an employee terminates their employment with The Salvation Army
and then recommences employment, continuity of service will not be granted.
Where The Salvation Army terminates the employment and then rehires the
employee within a defined period, continuity of service, for the purpose of the
employee s entitlement to long service leave only, may be maintained as per
the relevant state Long Service Leave legislation. (The period is either two (2)
or three (3) months - refer to the state legislation.) Therefore, where long
service leave is not paid out on termination, the previous service will be
counted towards the accrual of long service leave. Where long service leave



Crossroads Network Manual V1.1 - 2009                                Page 54 of 230
was paid out on termination, this service will not be re-counted during the
subsequent period of employment.

Continuity and Transfers

Transfers within the Southern Territory
There are two employing institutions within The Salvation Army Australia
Southern Territory:

      The Salvation Army Australia Southern Territory Social Work
      The Salvation Army Australia Southern Territory General Work

Employees who transfer between the two employing institutions and/or
between different TSA divisions, departments or locations within the Southern
Territory without a break, as defined above, maintain continuity of service.
That is, where an individual who is already employed within the Australia
Southern Territory leaves their position to take up a new position within the
Territory, without a break as defined above, the employee does not resign
from the first position and this may not be processed as a resignation ie.
entitlements are not paid out. The employee is transferred to the new
position, their accrued entitlements (eg. annual leave and sick leave) are
transferred with them and continuity of service is maintained. This applies
regardless of the reasons for the change of position eg. an employee applies
for an internal position, an employee is redeployed after a redundancy. The
timing of the transfer will be by arrangement between the two managers,
taking into account the preferences of the employee, but may not be longer
than the notice period for termination as defined in the relevant award,
agreement or employment contract. Any leave between the two positions,
either paid or unpaid, must be approved. Leave is taken before the
commencement date of the new employment contract and, therefore, the
leave is taken under the existing employment contract and paid leave is
costed to the current cost centre. Where accrued leave is transferred, it is the
hours that are transferred, not the monetary value, and the leave will be paid
at the rate of pay of the employee at the time he/she takes the leave.


Transfers from the Eastern Territory
There is no automatic entitlement to continuity of service where an employee
transfers from the Eastern to the Southern Territory. Prior to the transfer
taking place, the Divisional Commander or Department Head, as appropriate,
will decide each case on its merits. The decision to approve continuity of
service may depend on whether the monetary value of the entitlements to be
transferred can be recovered. Where entitlements are paid out prior to the
employee commencing in the new role, continuity of service would not
normally be approved. The employee may choose to have their entitlements
paid out. In this case, continuity of service is not maintained.




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Transfers from overseas Salvation Army facilities
There is no automatic entitlement to continuity of service where an employee
transfers from overseas to the Southern Territory. Prior to the transfer taking
place, the Chief Secretary will decide each case on its merits. The decision to
approve continuity of service may depend on whether the monetary value of
the entitlements to be transferred can be recovered. Where entitlements are
paid out prior to the employee commencing in the new role, continuity of
service would not normally be approved. The employee may choose to have
their entitlements paid out. In this case, continuity of service is not
maintained.

Definitions

The correct, legal names of the two employing institutions are:

The Salvation Army Australia Southern Territory Social Work
The Salvation Army Australia Southern Territory General Work

Related Topics

Leave Entitlements, Dismissal, Redundancy.

Responsibilities Required by the Policy

Manager for the current position
Is responsible for ; ensuring any Leave Application form is completed,
approved and submitted to Payroll prior to the period of absence
Manager for the new position
Is responsible for
completing an Employee Change of Status Form when an employee transfers
to a new position
preparing a new employment contract for the employee

Divisional Commanders/ Department Heads
Are responsible for deciding whether continuity of service is maintained in the
case of an employee transferring from the Eastern Territory, where the
employee has not chosen to have their entitlements paid out.

Chief Secretary
Is responsible for deciding whether continuity of service is maintained in the
case of an employee transferring from an overseas Salvation Army facility,
where the employee has not chosen to have their entitlements paid out.

Human Resources
The policy owner is the Executive Director, Human Resources and Risk
Management who will review the policy and associated tools at regular
intervals or as needed to meet changed organisational requirements.



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                                                                  Probation
Document Type:       Policy
Author:              Sue Ackerly
Application:         TSA HR Manual
Code:
Issue:               13/08/2008
Reviewed:

Purpose

This policy exists to
Ensure people employed at The Salvation Army are skilled, motivated and
appropriately matched to their position of employment.
Identify the probationary period taking into account the nature of the role and
the entire circumstances of the employment, for the manager to determine
whether to confirm or terminate the employment.
Minimise the employment of people who are not matched to their position of
employment and/or work environment.
Ensure compliance with relevant organisational and legislative requirements.

Scope

The probation policy applies to full-time, part-time and temporary employees
at all levels of The Salvation Army. Probation does not apply to casual
employees or existing Salvation Army employees who have previously served
a probationary period with The Salvation Army. Officers do not have an
employment relationship with The Salvation Army and therefore are not
impacted by this policy, except in their roles as manager of employees.

Statement of Policy

Probation is a period during which decisions regarding continuation of
employment are made. A probationary period at the commencement of
employment is considered to be similar to a short-term contract so that the
contract comes to an end when the probation ends, and a new contract is
entered into (with certain accrued entitlements continuing) as long as the
employee is found to be performing satisfactorily. The outcome of the period
of probation must be advised in writing. If that is not done, employment will
be regarded as having been confirmed. In subsequently determining
entitlements, the probationary period is included. Termination of employment
by the employer during the probationary period is not generally subject to
unfair dismissal legislation where the probationary period is determined in
advance of commencing employment. It is therefore critical, where a
manager has unresolved concerns about the conduct and/or performance of
the employee, that the employee s employment is terminated within the
probationary period.




Crossroads Network Manual V1.1 - 2009                             Page 57 of 230
Length of Probation

Probationary and notice periods must be determined before the employment
commences, and they must be of reasonable length in the circumstances. The
period of probation is usually three months but may vary if
Otherwise stipulated in any Awards, Certified Agreements, Employment
Contracts, and/or
Nature and circumstances of the employment warrant this (eg short-term
temporary role, extremely complex role, extended period of absence planned
during initial three months), and/or
Reasons are provided that warrant an extension

During the probationary period both parties may terminate employment with
a shorter notice period. This notice period is as stated in the appropriate
award, certified agreement or employment contract. Any extension of
probation period, if warranted, would not exceed an additional three months.
The advice of the Divisional/Functional HR representative must be sought
prior to this action. The decision must be advised in writing to the employee
before the commencement of the extension period. Such an extension will
usually bring the employee within the protections of unfair dismissal
legislation.

Documentation Required

An employee s formal acceptance of the probationary period is essential. The
employee s contract of employment must state that their continued
employment is subject to the satisfactory completion of a probationary period,
and the maximum period of probation. The manager must ensure the
employee signs this document prior to the commencement of employment.
Measures of performance and goals to be achieved during the probationary
period must be set and documented as early as possible. They can be
reset/re-documented at any time during the period as long as the employee
has a reasonable opportunity to achieve them. A written record of the
probation review meetings and outcome of the probation, signed by the
manager and employee, must be kept on the employee s personal file.

Regular Review Meetings

As part of the normal induction process, the manager and employee will meet
on a regular basis to
Review the employee s work in line with the position description,
organisational mission and strategic objectives.
Develop a work plan.
Reinforce the positive aspects of the employee s performance
Provide constructive feedback on the employee s performance
Discuss any problems and concerns
Provide assistance and advice
Identify training needs and clarify the requirement of the position


Crossroads Network Manual V1.1 - 2009                            Page 58 of 230
The manager and employee should make a reasonable effort to try and
resolve any issues identified. If unsatisfactory conduct or performance
continues, managers must clearly advise employees in writing that this may
mean his/her employment will be terminated. A written record of the
probation review meetings, signed by the manager and employee, must be
kept on the employee s personal file. This documentation needs to be
sufficient to inform and justify the final probation decision.

Notification of Final Probation Decision

The manager is responsible for making the decision about the employee s
continuation of employment, and notifying the employee in writing of this
decision. It is anticipated that the employee s conduct and performance
during the probation period will support the original selection decision and
match or exceed the requirements of the position. If the decision is made to
terminate probation, the notification in writing can be given at any time
during the probation.

Relationship to the organisation’s induction and performance
management processes

The probationary period requires all the components as outlined in Induction
policy and is governed by the arrangements set out at the time of acceptance
of the contract. This policy does not limit the right of The Salvation Army to
dismiss an employee whose misconduct warrants summary dismissal. The
principles of natural justice apply. Once the probation period has expired, the
employee is subject to normal performance management process as outlined
in Manage People Performance.

Inability to meet inherent requirements of position

Although the legislation prohibits discrimination against people on the basis of
a disability, impairment or handicap, this does not mean the Salvation Army
must employ or promote an employee who cannot carry out the position
competencies in question. The following are guidelines for avoiding
discrimination on grounds of disability and impairment:
Establish inherent requirements of job.
Make reasonable modifications to the workplace.
Give the employees a chance to prove themselves.
Monitor and supervise only to the extent reasonably necessary.
Test and only make reasonable assumptions about employee's ability.
Consider that particular personality traits may result from employee's
disability.
Provide training and education where necessary

Related Topics



Crossroads Network Manual V1.1 - 2009                              Page 59 of 230
Induction, Position Descriptions, Recruitment, Selection, Performance
Management, Plan, Perform, Review, Performance Counselling, Employee
Discipline, Termination, Transfers

Responsibilities Required by the Policy

Managers
Are responsible for
Fixing a probationary period of no more than three months, unless a longer
period is clearly justified by the nature of the work or circumstances;
Clearly communicating, in writing, to the employee at the time of
appointment that their employment is subject to probation, the applicable
probation and notice periods as per the award, certified agreement or
employment contract.
Set out measures of performance and goals to be achieved during probation.
Clearly communicating HR policy, which sets out examples of circumstances in
which the employer will have the right to terminate the employment without
notice (eg. Summary dismissal);
Counselling probationary employees where their performance and conduct
does not meet the requirements of the position and providing meaningful
performance appraisal in writing;
Seeking advice in cases of uncertainty;
Clearly advising employees in writing that if the work performance is not as
required, their employment will be terminated; and
Terminating employment during the probationary period if the quality of
performance is not as required.


Employees
Sign the letter of offer prior to or at the time of commencement of
employment;
Make every effort to understand and enact the requirements of the position;
and
Perform the duties of the position to an acceptable level.

Related Processes, Procedures, Forms & Tools

Probationary Successful Completion Letter

Probationary Unsuccessful Letter




Crossroads Network Manual V1.1 - 2009                           Page 60 of 230
                                              Performance Counselling
Document Type:       Policy
Author:              Jade Samaniotto
Application:         TSA HR Manual
Code:
Issue:               December 2006
Reviewed:

Purpose

The purpose of performance counselling is to ensure that when an employee
is not achieving acceptable standards of performance and/or conduct, prompt
resolution of the issue is achieved. This policy seeks to provide the guidelines
and responsibilities for managers and employees when it is deemed necessary
to employ the performance counselling process to correct performance issues.

Scope

The counselling policy and associated procedures applies to all Salvation Army
employees at all levels of the organisation.

Statement of Policy

Managers with the responsibility of supervising employees are required to
ensure that employees are performing competently and behaving in a manner
that complements the mission and values of The Salvation Army and complies
with the Employee Code of Conduct policy. Performance counselling is
initiated in instances when performance and/or conduct have been identified
as lacking. It is the first formal step in correcting performance and conduct
related problems when they begin to cause concern. Managers are required
to engage in performance counselling with an employee to:
Find the cause of the conduct or performance problem
Work with the employee to develop an action plan for improving the identified
poor performance and/or conduct; and
Gain the employee s commitment to the plan whereby the performance
and/or conduct is improved.

Upon completion of the performance counselling session(s), managers must:
Document the performance counselling session in writing with both parties
signing a copy of the record to reflect a true and accurate reflection of the
outcomes achieved in the session (In instances where the employee refuses
to sign a copy of the record, the reason for the refusal must be documented);
Follow up the counselling session with an agreed date to review the
employee s progress;
Place a copy of the performance counselling documentation on the employees
file; and




Crossroads Network Manual V1.1 - 2009                              Page 61 of 230
Remove the documentation after period of 12 months, providing that the
performance issue has been successfully resolved.

In instances where the counselling process does not achieve the desired
results or when an employee has clearly breached acceptable standards or
Salvation Army policy, disciplinary action is initiated.

Definitions

Unacceptable Conduct
Refers to unacceptable behaviours and attitudes that are inconsistent with
The Salvation Army mission and values or the Employee Code of Conduct
policy or have an adverse impact on performance.

Unsatisfactory Performance
Refers to performance that is not at an acceptable standard due to an
inability, unwillingness, and inefficiency to perform duties in accordance with
an employee s position description.

Performance Counselling
The formal process used between managers and their employees to ensure
that performance and/or conduct problems are identified and constructively
resolved.

Discipline
Refers to formal action undertaken by a manager where performance
counselling has failed to achieve the desired results. Discipline may be
initiated without prior counselling when the conduct of the employee
represents a serious performance and/or conduct breach.

Related Topics

Performance Counselling, Performance Management, Employee Discipline

Responsibilities Required by the Policy

Supervisor/Manager
Supervisors/Managers are required to discuss performance or conduct issues
with employees whilst ensuring that they have a clear understanding of the
performance and conduct expected of them. Supervisors/Managers must
provide appropriate feedback on an informal and regular basis.

Employees
Employees must perform to an acceptable standard in accordance with the
competencies and duties outlined in their position description or duty
statement. Employees must also conduct themselves in a manner that is
deemed acceptable by the Employee Code of Conduct policy.



Crossroads Network Manual V1.1 - 2009                               Page 62 of 230
Human Resources
The Executive Director, Human Resources and Risk Management will be
responsible for reviewing the policy and associated tools at regular intervals
or as needed to meet changing organisational requirements and proposing
policy changes to TPC for consideration. Feedback can be provided by email
to HRPolicy@aus.salvationarmy.org

Related Processes, Procedures, Forms & Tools

Issue Identification Flowchart

Counselling Flowchart Steps

Employee Counselling Procedures V 1.1

Counselling Meeting Minutes




Crossroads Network Manual V1.1 - 2009                              Page 63 of 230
                                                Recruitment & Selection
Document Type:       Policy
Author:
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

The purpose of this policy is to ensure a consistent, transparent and ethical
recruitment and selection approach, which will result in the appointment of
quality employees, who are aligned with the values of The Salvation Army and
prepared to work co-operatively within the mission of The Salvation Army.

Scope

The policy applies to all Salvation Army Officers and Employees who are
involved in the recruitment and selection processes for employees at all levels
in the organisation.

Statement of Policy

The Salvation Army is an equal opportunity employer. Selection decisions are
made on merit matching the applicant s qualifications, skills, experience,
aspirations, potential/aptitude and organisation fit within the inherent
requirements of the position. Where possible, the organisation seeks to
promote from within and reserves the right to fill positions with the approval
of the nominated HR representative according to planned succession.

Organisational Approval

Organisational authority for approving new and replacement positions is the
responsibility of the Territorial Finance Council. It has delegated authority in
some circumstances. Please refer to Official Minute EMS for full details.

Position Descriptions

A position description is required for all positions, detailing the inherent
requirements of the role and will be available to all applicants on request. All
position descriptions must be created in the appropriate Territory-approved
position description template.

Advertising

Internal




Crossroads Network Manual V1.1 - 2009                                Page 64 of 230
Except as approved by the nominated Human Resources representative, all
vacant and new positions are to be internally advertised. At a minimum,
internal advertisements detailing the position title, location, selection criteria
and contact point for further details and/or applications are to be available for
at least a week on the Lotus Notes Bulletin Board. Additional advertising
options to ensure coverage of all potential internal applicants are encouraged.

External
The associated costs of external advertising shall be borne by the employing
Department. The HR&RM representative can provide advice on preferred
advertising agencies (where available). Usually external advertisements would
occur after internal applicants have been sought and no suitable applicant
found, however an external advertisement could occur in conjunction with the
initial internal advertisement.

Recruitment Agencies

In select circumstances, recruitment agencies may be used for recruitment of
certain positions. The nominated HR representative must approve the use of
and associated cost of using recruitment agencies and the cost shall be borne
by the employing Department.

Short-listing & Interviews

The most suitable applicants, screened according to the advertised selection
criteria, will be short-listed for interview. Interviews will have a large
component of behavioural questions based on the nature of the role. For
most roles, a panel of people will be used to make the selection decision. The
composition of the panel ideally reflects the nature of the role and includes,
where practicable, both genders, at least one person accredited and skilled in
behavioural interviewing techniques and a person strongly aligned with the
mission and values of The Salvation Army. The nominated HR representative
authorises exceptions to the requirement for a panel interview. As a guide,
roles not directly associated with the mission of the Army (eg. temporary
cleaner) would not require a panel interview.

Pre-Employment Checks

Appropriate pre-employment checks must be conducted prior to any
employment offer and, at a minimum, include two reference checks. Pre-
employment checks may also include police record checks, medical
examinations, qualification checks and skill testing depending on the nature of
the role. These will usually be indicated on the position description.

Eligibility to Work in Australia

People who migrate to Australia have the privilege to work in Australia.
However, people visiting Australia or in the country on a temporary basis may


Crossroads Network Manual V1.1 - 2009                                Page 65 of 230
or may not have the right to work. Managers are required to ensure that all
prospective employees, whether they are a visa holder or an Australian
Citizen, provide relevant documentation to determine work rights. Managers
are required to assess prospective employee s work rights as per Eligibility to
Work in Australia and The Salvation Army policy.

Privacy Provisions

Privacy principles apply to all information collected during the recruitment and
selection process regarding prospective employees and job applicants.
Personal information will be collected to enable effective recruitment and
selection and will only be accessed by The Salvation Army staff directly
related to the recruitment and selection process. Personal information
pertaining to unsuccessful applicants will be held for 12 months and can be
accessed by them during this time. Subsequently information will be
destroyed. Personal information for the appointed staff member will be held
on the employee file.

Appointment Process

Successful Applicant
Following an initial verbal offer by a member of the selection panel, the
successful applicant will be issued with a written employment offer that
outlines the nature and terms and conditions of employment.

Unsuccessful Applicants
All unsuccessful applicants must be advised of the outcome of their
application in writing. The selection panel may choose to advise verbally those
applicants who were interviewed and unsuccessful. Internal applicants who
were unsuccessful will be offered feedback to assist them to develop skills or
knowledge to improve their chances of success in the future. For more
detailed procedural information relating to any aspects of this policy, refer to
the Recruitment and Selection Manual.

Definitions

Merit Principle
A decision is based on qualifications, skills, knowledge, experience and other
personal qualities relevant to the inherent requirements of the role.

Accredited Panel Member
A person who has completed the two-day Recruitment and Selection
Workshop conducted by The Salvation Army (Southern Territory) or
equivalent as determined by the nominated Human Resources representative.

Nominated Human Resources Representative




Crossroads Network Manual V1.1 - 2009                              Page 66 of 230
The HR staff member, sometimes known as the HR Partner, with
responsibility for the particular division, function or program area or, in their
absence, their HR Manager

Related Topics

Induction, Probation, Employment, Employee Work Rights

Responsibilities Required by the Policy

Managers
It is the responsibility of Line Managers to comply with the requirements in
the Recruitment & Selection Policy and Procedural Manual. This includes
attending appropriate recruitment and selection training offered from time to
time by The Salvation Army to become an accredited panel member.

Employees
Employees should familiarise themselves with the principles of merit, equal
employment opportunity and can elect to become accredited panel members
with approval from their manager.

Human Resources
The Executive Director, Human Resources and Risk Management, will be
responsible for reviewing the policy and associated tools at regular intervals
or as needed to meet changed organisational requirements and proposing
policy changes to TPC for consideration. Feedback can be provided by email
to HRPolicy@aus.salvationarmy.org

Related Minutes

See AUS Minute EMS

See AUS Minute IPP

Legislation

http://www.privacy.gov.au




Crossroads Network Manual V1.1 - 2009                                 Page 67 of 230
                                                            Remuneration
Document Type:       Policy
Author:              Kim Perry & Mark Rowe
Application:         TSA HR Manual
Code:
Issue:               07/08/2008
Reviewed:

Purpose

The Salvation Army aims to attract and retain the highest calibre of
employees and is committed to ensuring all employees are appropriately and
competitively remunerated for the job performed.

Scope

This policy applies to all employees of The Salvation Army. This policy
excludes volunteers and Officers.

Remuneration

Employees shall be paid in accordance with their classification position as per
the relevant Award or Agreement under which he/she is employed. These
employees shall be paid any pay increases or other variations to remuneration
and benefits as per the relevant Award or Agreement. For non-
award/agreement employees, they shall be paid in accordance with their
terms & conditions outlined in their contract of employment.

Benefits

Employees shall receive an entitlement to a range of leave benefits such as
annual leave, long service leave, sick leave & bereavement leave. Access and
length of leave entitlements shall be as per the relevant Award, Agreement or
contract of employment. When there is no reference in the Award, Agreement
or contract of employment, the Workplace Relations Act 1996 shall provide
the framework for determining employee entitlement. The Salvation Army
shall also contribute to superannuation on behalf of employees. As a
minimum, The Salvation Army shall contribute at a rate equivalent to the
Superannuation Guarantee Levy. It is the discretion of the employee whether
they wish to make voluntary employee superannuation contributions via a
regular deduction through the payroll system. Employees (excluding casual
employees) are entitled to access salary packaging where there are provisions
to do so in the employee s relevant Award/Enterprise Agreement/contract of
employment and in accordance with the relevant Australian Southern
Territory Salary Sacrifice Policies & Procedures.




Crossroads Network Manual V1.1 - 2009                              Page 68 of 230
Procedure

On commencement of employment, all employees shall receive in writing a
letter or appointment outlining the remuneration and benefits associated with
employment and referring to the relevant Award or Enterprise Agreement.
Managers or delegated employees from Divisions shall be responsible for
completing and issuing letters of appointment for Award and Agreement
employees in accordance with the Human Resources Department guidelines.
On commencement of employment, employees should receive access to the
range of benefits outlined herein and leave accruals shall accumulate as per
the provisions of the Award/Agreement or contract of employment. For non-
award employees, HR will review remuneration in January on an annual basis
to maintain market position in the non-for-profit sector. In February-March of
the same calendar year, further recommended salary adjustments for
employees will be incorporated into budget preparations by relevant
Managers and payroll will make the necessary adjustments effective from the
1st August of each year. To aid this process, a remuneration committee has
been established to work through individual remuneration submissions prior
to approval at Territorial Finance Committee.

Related Topics

Salary, Pay & Benefits

Related Minutes

AUS Minute EMS 1207

Related Processes, Procedures, Forms & Tools

Finance/Payroll Policies and Procedures for Employee Forms




Crossroads Network Manual V1.1 - 2009                             Page 69 of 230
                            Termination of Employment - Dismissal
Document Type:       Policy
Author:              Michael Hansen
Application:         TSA HR Manual
Code:
Issue:               13/08/2008
Reviewed:

Purpose

The following policy and procedures are designed to assist managers,
supervisors and HR professionals when dealing with the termination of
employment of an employee. This policy aims to:
Provide best practice guidelines on the issue of employee termination.
Outline the administrative requirements of the employment termination
process.
Ensure that the employment termination process is conducted in a fair, non-
discriminatory and dignified manner.

Scope

This Policy applies to all employees and all people who manage employees.

Statement of Policy

Termination in the form of dismissal may occur due to the following:
Summary Dismissal
Performance Based Dismissal
Incapacity

At present, Australian law prohibits dismissal on certain grounds including but
not limited to:
Race, colour, sex, age, marital status, family responsibilities, pregnancy,
sexual orientation, religion, physical or mental disability, political beliefs,
national extraction or social origin;
Absence from work during parental leave;
Temporary absence from work due to injury or illness;
Exercising a right under an award or legislation;
Filing a complaint or initiating legal proceedings against an employer; and
Membership or non-membership of a trade union.

In addition to satisfying the notion that the dismissal was not based on any of
the above grounds, Management must be totally satisfied that the dismissal
was made for a valid reason and could not be on any test of reasonableness
be deemed harsh, unjust or unreasonable. The process leading to dismissal
must be fair. Secondly, if a decision is made to dismiss an employee, The
Salvation Army must be able to demonstrate that:



Crossroads Network Manual V1.1 - 2009                              Page 70 of 230
The nature of the employee s misconduct, poor performance or incapacity
justified the dismissal;
The employee was notified of the reason for dismissal;
Consideration had been taken of the employee s views (right of reply) and a
full investigation undertaken (where relevant);
The dismissal is consistent with Salvation Army policy and practice;
The process used to dismiss the employee was fair and reasonable;
Where the dismissal was related to poor performance the employee was
warned and given an opportunity to rectify the performance problem prior to
the dismissal.
Department Heads should consult Human Resources before any employee is
dismissed, especially if summary dismissal is being considered.

Summary Dismissal

For the purposes of this policy, summary (instant) dismissals are dismissals
initiated by The Salvation Army which do not require any warnings, notice or
payments in lieu of notice to be given to the employee. An employee can be
dismissed summarily only if the employee is guilty of serious and/or wilful
misconduct. If an employee is assessed as having committed a serious and/or
wilful act then they should be immediately suspended on full pay while an
investigation occurs.

At this point the advice of your Human Resources Representative
must be sought.

Before a decision is made facts must be substantiated and the employee must
be given the opportunity to state any issues of mitigation. In such
circumstances, it is essential that two responsible managers be present, one
to act as a witness to the discussion. The employee is also entitled to have
another person present to assist him/her, such as a colleague or union
representative.

A decision whether or not to proceed with a termination must take into
account the facts gathered and the employee s response to the facts. If
summary dismissal is warranted, written confirmation of the dismissal should
be provided to the employee at the time of termination or as soon as possible
after the termination. Payment in lieu of notice is not applicable in this case. A
decision not to dismiss or take any disciplinary action should be recorded,
together with the rationale for the decision, on the employees personnel file.
If disciplinary action is considered appropriate then refer to the Employee
Discipline Policy & Procedures.

Performance Based Dismissal

Termination of employment that is initiated by The Salvation Army as a result
of an employee s conduct or performance is, for the purposes of this policy,
treated as a dismissal. If dismissal is being considered, then current legislative


Crossroads Network Manual V1.1 - 2009                                Page 71 of 230
and award requirements on the issue of dismissal must be taken into account.
In the case of dismissal for poor performance, management must be able to
demonstrate that the termination was not harsh, unjust or unreasonable.
Managers must ensure that the Employee Performance Counselling &
Discipline Process have been strictly adhered to before considering
termination of employment for poor performance.

Incapacity

For the purposes of this policy, where an employee can no longer meet the
inherent requirements of his/her position as a result of physical or mental
incapacity caused by illness or injury and as a result, his/her employment is
terminated, it is deemed dismissal due to incapacity. Before dismissing an
employee on the grounds of incapacity, Management must have made all
reasonable efforts to accommodate or rehabilitate the employee. This would
include rehabilitation programmes; changes to the employees physical work
environment; provision of workplace aids (within reason), or provide other
available positions that an incapacitated employee could effectively
undertake. If the illness or injury is work related, then the legislative
provisions dealing with workers compensation govern The Salvation Army s
conduct. For more information please contact the Risk Management
Department. To avoid any claims of discrimination, it is essential that all of
these options be fully explored. Moreover, documented evidence of this must
be kept for possible future legal actions.

Notice Period

With the exception of summary dismissal, all dismissals must be preceded by
a notice period or payment in lieu. Minimum periods of notice (to be worked,
or paid in lieu) are defined in the appropriate award, site agreement and
legislation or in the employee s contract of employment.

Statutory Entitlements

Annual Leave
Upon termination, any accrued annual leave will be paid. For those employees
who receive an annual leave loading, any proportionate annual leave loading
will be paid in accordance with the provisions of the applicable award or
enterprise agreement. Leave entitlements vary from state to state with
regards to part-time, full-time and continuous service; Human Resources will
provide advice on entitlements in cases of uncertainty.

Long Service Leave
Upon termination, payment of any long service entitlements, including pro-
rata entitlements, will be made in accordance with the provisions of the
legislation applicable in the State in which the employee resides. However, in
circumstances where the provisions of a federal award or enterprise
agreement under which the employee is employed allow the employee a


Crossroads Network Manual V1.1 - 2009                             Page 72 of 230
greater entitlement than that available under state legislation, then the
provisions of the relevant award or agreement will apply. Leave entitlements
vary from state to state with regards to part-time, full-time and continuous
service; Human Resources will provide advice on entitlements in cases of
uncertainty.

Certificate of Service
A certificate of service prepared by payroll is given on request and a copy
included in the employee s personal file. The certificate of service specifies the
employee s length of service and the type of work performed. It is not the
normal practice of the organisation to provide written references.

Definitions

Serious and/or Wilful Misconduct

Serious and/or wilful misconduct includes:
Deliberate behaviour that causes immediate and serious risk to:
The Salvation Army s reputation, or viability; or
The health or safety of any person.
Behaviour that fundamentally breaches the employment relationship between
the employee and The Salvation Army. Examples of fundamental breaches
include but are not limited to, theft, fraud and assault.

Related Topics

Termination, Dismiss, Sack

Responsibilities Required by the Policy

Employees
Employees are expected to co-operate with all reasonable and lawful requests
made by the organisation. In the event of dismissal, all equipment issued to
an employee is to be returned in good condition, subject to reasonable wear
and tear. The employee will rectify any loss or damage to Salvation Army
property before termination is finalised. These items are to be returned by the
employee immediately prior to, or on the employee s final day.
Any information contained in The Salvation Army manuals or any other
documentation and all intellectual property on computer disks are not to be
copied by employees unless permission to do so has been obtained from a
department head or more senior manager.
Company items include among other things:
Company manuals
Tools and instruments
Security keys, plus any keys belonging to The Salvation Army
Any equipment including computers, laptops, printers
Fleet systems cards
Car park passes [if applicable]


Crossroads Network Manual V1.1 - 2009                                Page 73 of 230
Mobile phones
Vehicles
Work clothes

Managers
Managers are required to adhere to each step in the policy. Managers are
responsible for ensuring that issued Salvation Army items are returned and all
monies owing to The Salvation Army are recovered before authorising the
payment of termination entitlements.

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associated tools at least every two years or as needed to meet
changing organisational requirements. The next scheduled review is May
2006. Feedback can be provided by email to HRpolicy@salvationarmy.org

Related Processes, Procedures, Forms & Tools

Finance/Payroll Policy and Procedures for Employee Leaving Advice Form




Crossroads Network Manual V1.1 - 2009                             Page 74 of 230
                        Termination of Employment - Redundancy
Document Type:       Policy
Author:              Michael Hansen
Application:         TSA HR Manual
Code:
Issue:               09/01/2006
Reviewed:

Purpose

The following policy and procedures are designed to assist managers,
supervisors and HR professionals when dealing with the termination of
employment of an employee.
This policy aims to:
Provide best practice guidelines on the issue of employee termination to those
employees mentioned above who are involved in the employment termination
of Salvation Army Australia Southern Territory employees.
Outline the administrative requirements of the employment termination
process.
Ensure that the employment termination process is conducted in a fair, non-
discriminatory and dignified manner.

Scope

This Policy applies to all employees.

Statement of Policy

Redundancy occurs when The Salvation Army Australia Southern Territory
determines that a particular position is no longer required. Situations that may
cause a redundancy include organisation restructures, downturn in business
activity, technological advances, outsourcing or acquisitions. However,
redundancy should not be used to terminate an employee due to misconduct
or poor performance.

When a position becomes redundant, the employee will be offered suitable
alternative employment [in regards to education, skills, background,
experience, etc] where possible. However, if there is not a suitable position
available, redundancy provisions will apply.

Redundancy does not apply in situations where an employee has refused an
offer of a reasonable alternative position within The Salvation Army Australia
Southern Territory or when The Salvation Army Australia Southern Territory
undertakes a transmission of business or outsourcing of business agreement
with another business. In the context of a broader organisational restructure,
an employee occupying a retained position may be made redundant and
replaced by an employee whose position was made redundant. Where this is



Crossroads Network Manual V1.1 - 2009                              Page 75 of 230
being considered, the selection process for the available positions must be
fair, just and reasonable and based on an objective assessment of the skills of
each employee.

Where possible, each employee should be provided with the opportunity to
present his/her views on the merit of him/her being selected. Prior approval is
required for all redundancies from the Secretary for Personnel.

When large redundancy programs occur, the Personnel Department will
consider putting a freeze on external recruitment. Under this arrangement
external appointments will not be allowed before all employees subject to
potential redundancy are assessed for suitability for any vacancy. Internal
candidates will be appointed provided they meet the competency
requirements of the role and are assessed as being able to operate at a
competent level within 6 months with or without training and development to
meet the technical skills required for the vacant position.

Award & Award Related Employees

Severance Payments
Severance payments will be calculated in accordance with the specific award
or EBA current at the date of the redundancy.

Notice Period
Notice periods and payment in lieu of notice [where applicable] should be
dealt with as follows: Employees may elect to work out all or part of the
notice period. Notice periods and payment in lieu of notice will be granted in
accordance with the specific award at the date of the redundancy. In
circumstances where the employee is subject to an EBA or award and the
agreement is silent on the matter of notice, then the notice period will be as
specified under the Workplace Relations Act or the employee s contract of
employment [whichever is the greater]. If the employee is over 45 and has
completed at least two years continuous service with The Salvation Army
Australia Southern Territory then the period of notice is increased by one
week.

Professional and Managerial Employees

Severance Payments
Severance payments will be calculated on the basis of two weeks salary for
each completed year of service. Pro-rata amounts will be calculated on
completed months of service.
The minimum payment will be equal to two months base salary plus employer
superannuation contribution and the value of a Cat Two Vehicle (Valued at
$15,000) if applicable.
The maximum payment will be equal to 52 weeks base salary plus employer
superannuation contribution and the value of a Cat Two Vehicle (Valued at
$15,000) if applicable.


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Notice
Employees will be informed of redundancy of their role with a minimum of
four week s formal notice will be provided. Generally employees will be given
the opportunity to work out all or part of this notice or receive payment in
lieu. Early notification of redundancy prior to formal notice will be give where
appropriate and/or possible. Where the employee s last day of employment is
less than four week s ahead of the written notice, a minimum payment in lieu
of notice of four week s salary will be paid. Notice payments will be calculated
on base salary plus employer superannuation contribution and the value of a
Cat Two Vehicle (Valued at $15,000) if applicable. If employee is over 45 and
has completed at least two years continuous service with The Salvation Army
Australia Southern Territory, then the period of notice is increased by one
week.

Outplacement Assistance

Outplacement assistance for employees in redundant roles will be provided.
The assistance may be group or individually based depending on the
circumstances and delivered by an external provider. Outplacement assistance
will be authorised by the Executive Director HR.

Leave

All outstanding statutory entitlements including pro rata annual leave [and
leave loading where applicable] and long service leave will be paid on
termination. Long service leave is payable after 10 years of service in all
states except South Australia and Victoria where is payable after seven years.

Superannuation

Superannuation will be paid on termination in accordance with the rules of the
relevant Fund.


Years of Service

Years of service must be years of continuous service as a full-time or part-
time employee of The Salvation Army Australia Southern Territory, excluding
unpaid absences which generally do not count as service for the calculation of
the employee s years of service. Severance entitlements will be calculated on
a pro rata basis for the period of time spent working part-time. Employees
who have transferred from Salvation Army entities outside the Australia
Southern Territory will have service with those entities recognised if this was
part of the arrangements negotiated at time of transfer. Leave entitlements
vary from state to state with regards to part-time, full-time and continuous
service; the HR Partner will provide advice on entitlements. An employee
whose role is made redundant in accordance with this policy may not be


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offered future work with The Salvation Army Australia Southern Territory
without the approval of the Secretary for Personnel.

Purchasing of Cars and Computer Equipment

Employees who are subject to redundancy may be given the opportunity to
purchase their TSA provided car and/or computer equipment and the highest
wholesale quote gained by The Salvation Army Australia Southern Territory.
However, in some circumstances the car or computer equipment may need to
be retained by The Salvation Army Australia Southern Territory for work
purposes and as such will not be available for the employee to purchase.

Certificate of Service

Testimonials will not be given to employees leaving The Salvation Army.
However, a certificate of service prepared by payroll may be given on request
and a copy included in the employee s employee file. The certificate of service
should specify the employee s length of service and the type of work
performed. Managers/supervisors can provide references for employees, but
not on Salvation Army letterhead.

Definitions

Continuous Service
An employee is considered to maintain continuity of service where their
employment within The Salvation Army Australia Southern Territory is under
one, unbroken employment relationship or a consecutive set of employment
relationships (where one period of employment immediately follows another).
As a general rule, paid approved absences count as service, whereas unpaid
approved absences will generally not count as service. Absences that do not
count as service, while not breaking continuity of service, will not be included
in the calculation of an employee s total length of service for the purpose of
calculating entitlements.


Related Topics

Continuity of Service & Transfers

Responsibilities Required by the Policy

Managers
Line Managers are responsible for ensuring that issued Salvation Army items
are returned and all monies owing to The Salvation Army are recovered
before release of the employee s final salary. These items are to be recovered
from the employee immediately prior to, or on the employee s final day. Any
information contained in The Salvation Army manuals or any other
documentation and all intellectual property on computer disks are not to be


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copied by employees unless permission to do so has been obtained from a
department head or more senior manager. All equipment issued to an
employee is to be returned in good condition, subject to reasonable wear and
tear being permissible. The employee will rectify any loss or damage to
Salvation Army property before termination is finalised. Company items
include among other things:
Company manuals
Company files
Tools and instruments
Security keys, plus any keys belonging to The Salvation Army
Any equipment including computers, laptops, printers
Fleet systems cards
Car park passes [if applicable]
Mobile phones
Vehicles
Work clothes

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org




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                                The Employee/Employer Relationship
Document Type:       Policy
Author:              Janelle Bricknell
Application:         HR Manual
Code:                -
Issue:               01/06/2004
Reviewed:            21/11/2005

Purpose

This policy gives recognition to the fact that the nature and basis of
engagement of employees comes from a number of sources and therefore
carries rights and obligations for the employee and The Salvation Army. The
Salvation Army is committed to meeting its legal obligations and gives
responsibility to all managers to ensure legal compliance is understood and
observed.
Scope
This policy covers all employees including permanent, casual and temporary
employees. This policy excludes all officers and volunteers.
Statement of Policy

Contract of Employment

A contract of employment is the employment agreement that exists between
The Salvation Army and each individual engaged as an employee by The
Salvation Army. The contract is an individual one in that separate contracts
exist between The Salvation Army and each employee. Although contracts of
employment can be made orally, it is a policy of The Salvation Army that all
contracts of employment are to be in writing, detailing the terms of the
contract. Once a contract of employment is established, either The Salvation
Army or the employee is able to enforce the rights and obligations either
party may have under the contract.

Common Law and Awards

A contract of employment is a contract at common law. However, creating a
common law contract with an employee will usually create an obligation to
incorporate the terms and conditions of any relevant award or registered
agreement. It is a policy of The Salvation Army that if a relevant award or
registered agreement is to be applied, then a statement to this effect is
contained in the written contract between the employee and The Salvation
Army.

Obligations of Employees at Common Law

An employee has a duty under common law to:

Obey lawful and reasonable directions;



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Display the due care and competence in the performance of work;

Account for all money and property received in the course of employment;

Act in The Salvation Army‟s interests, including acting honestly and not
misusing confidential information;

Protect confidential information, even after termination of employment.

A breach of these obligations may give The Salvation Army the right to
summarily dismiss an employee. Any action to summarily dismiss an
employee requires the endorsement of either the Employee Relations
Director, Divisional Human Resources Manager or Executive Director Human
Resources & Risk Management.

Obligations of Employers at Common Law

The Salvation Army as an employer has a duty under common law to:

Pay wages;

Provide safe working conditions;

Provide work for which the employee has been engaged;

Reimburse expenses incurred by the employee in advancing the interests of
The Salvation Army.


Statute or Legislative Provisions

When a common law employment contract is established, a number of federal
or state Acts become relevant and further impact on the rights and
obligations of the employer and employee. Some of the main Acts are:
Work Place Relations Act 1996
This Act is relevant to employees covered by federal awards. The Act outlines
the 20 matters that are allowed in awards, the process for handling disputes
and negotiations, creating agreements and unfair dismissal processes.

State Employment Acts and Regulations
Most states have established minimum legislative provisions in certain areas
of employment, including:

Hours of Work

Long Service Leave



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Parental Leave

Superannuation

Occupational Health and Safety

Workers Compensation

Annual Leave

Sick Leave

Redundancy

Deductions from Pay

Equal Opportunity / Anti-Discrimination

State awards cover the majority of Salvation Army employees. In the state
jurisdiction awards are called “common rule” awards. “Common rule” awards
apply to all those employers / employees who come within the scope of a
specified industry or carrying out a specified task or occupation. It is a policy
of The Salvation Army that employees are informed in writing of the award, if
any, that covers their employment terms and conditions.

Common Law Contracts and Legislation

It is a general principle in law that contracts cannot have provisions in them
that are less than those under applicable state or federal legislation, even if
both parties agree to the lesser provisions. However, while legislation does
establish certain standards, employers are free to make provisions in a
contract, which exceeds minimum legislative provisions. It is a policy of The
Salvation that we will always recognise and meet our legal obligations as
detailed in relevant legislation, including awards.


Implied Terms of Contract

A written contract of employment, especially when it incorporates the terms
and conditions of an award, would represent the majority of the explicit terms
of a contract, however, “implied terms” are increasing in importance in
contracts of employment.
“Implied terms” describes the rights and obligations which may be in addition
to those detailed in a written contract. “Implied terms” are likely to emerge in
the following circumstances:

Private Agreements / Representation



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A person in authority (eg. a manager) may state to a current or prospective
employee that certain benefits or outcomes are to occur. These statements
and/or private agreements can be legally binding. It is Salvation Army policy
that any significant commitment made to an employee needs to be put in
writing so that any potential confusion over the nature of the commitment is
avoided.

Handbooks

In general, policies and employer handbooks (eg. HR policy manuals) create a
legal obligation and form part of a contract of employment. This is especially
so if reference is made in the written contract to policies and procedures of
The Salvation Army.

Custom and Practice

Usually custom and practice creates a framework of expectation and thereby
can become an implied term in a contract. Courts will tend to place more
importance on custom and practice than policies in determining legal
obligations - i.e., a manager cannot rely on enforcing a policy to achieve an
outcome (eg. termination of employment) if the policy has not been known,
understood, and consistently applied.


Changed Circumstances

An employee may start on a written contract of employment, but over time
the nature of the contract changes (eg. duties, location) without a new
contract being created to reflect the changed circumstances. When
circumstances do change often the original contract cannot be replied upon,
and “implied terms” (and hence obligations) can be created which are quite
different to the original contract.
It is Salvation Army policy that when the nature of a contract has any
significant changes (eg. promotion) then a new written contract is created to
reflect the changed circumstances.

Fairness

There is no consistent authoritative implied requirement to treat employees
“fairly”. However, industrial tribunals have made decisions, which indicate a
requirement for an employer to:
Be “good and considerate”; Not damage or destroy the trust and confidence
between the employer and employee without reasonable cause; Act in good
faith.
Consistent with The Salvation Army values, it is policy to treat employees
fairly during employment and in any decision to terminate the employment
relationship.



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Categories of Employment

An employee is engaged on either a permanent, temporary or casual basis,
but there are many variables within these categories.

Permanent Employees

Permanent employees are engaged on a full time or part time basis. The
notice given that is required to terminate the contract is dependent on the
type of employment, for example Award or non-Award. Where employment is
subject to external funding, the contract would need to specify the
reason/purpose and that cessation of employment may be subject to external
funding.
The ongoing employment of permanent employees generates accrued service,
which in turn generates entitlements to other benefits (eg. leave, redundancy
pay).
Part time employees are generally entitled to all the same benefits as full time
employees on a pro rata basis. Under some awards there may be specified
minimum and maximum hours that can be worked over a day or a week by a
part time employee.

Casual Employees

The term “casual employee” does not have a recognised legal meaning in
common law, but it is recognised in many awards. The common law view of
casual employment is that each shift is a separate contract of employment,
where every time they are engaged they enter a distinct contract and
therefore have no guarantee of continued employment.
In general, casuals are usually employed to work on an “as required” basis
only. Working hours are usually irregular and an individual may work for The
Salvation Army for a short or long period of time. Casuals are paid a higher
hourly rate (“casual loading”) to compensate for loss of benefits such as sick
leave and annual leave. However, under some awards and in some states,
casuals are being granted rights to annual leave and long service leave,
especially where there is ongoing or regular engagement of casuals. In
addition, there is emerging trend in some awards to treat casuals as
permanent employees if casual employment is ongoing and/or regular.
In general, if an employee is a casual who works irregular hours, there is no
entitlement to redundancy benefits or access to tribunals in relation to
ongoing employment not being available.
Managers who have any casual employees in their team are required to
monitor the ongoing engagement of casuals and to observe any award
requirements, which may emerge from the regular engagement of casuals.

Temporary Employees

From time to time temporary employees may need to be engaged for any of
the following reasons:


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To cover an employee absence where a period is known

To cover an employee absence where a period is unknown

To undertake or work on a specific project or task, or externally funded
program

To provide extra resources during a busy period

In all temporary contracts, the reason for the contract is to be stated. It is not
always possible to state an end date of an engagement in which case, the
term of the engagement may be expressed as completion/cessation of the
specific project or task, or other reason. Cessation of the project or task, for
example, may be subject to external funding.

A termination clause should be included in all temporary contracts as per the
relevant template.

Special care must be taken to extend a temporary contract. If a temporary
contract is renewed without a break in employment and the terms of the
contract remain the same then an employee expectation of ongoing
employment can be created. In addition, a manager should ensure that an
employee does not continue to work after the expiry date of the contract, as
the employment will be regarded as ongoing.

When a contract is required to be extended, a letter should be provided to the
employee prior to expiration of the current contract, stating the term and
purpose of the extension. Where employment is subject to funding, a new
contract must be entered into for each period of funding.




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        Information Management – Notification of Change to
                                              Employment
Document Type:       Policy
Author:              Lindsay Hussey
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

An employee s employment status may change during their employment with
The Salvation Army (eg. due to promotion, transfer, reclassification or grading
and termination). A number of departments and positions need to be advised
of such changes. The purpose of this policy is to ensure that managers know
who needs to be advised for each type of change. This policy does not cover
changes to an employee‟s personal circumstances (eg. change of address,
change of name).

Scope

This policy applies to all full-time, part-time, casual and temporary employees
and independent contractors. Officers do not have an employment
relationship with The Salvation Army and therefore are not impacted by this
policy, except in their roles as manager of employees.

Statement of Policy

The changes to employment covered by this policy are:
Promotion within the department
Change of title
Internal transfers Secondment
Re-grading or re-classification of a position (award and non-award)
Salary increase outside the General Salary Increase or an award/agreement
increase
Change of status eg. from or to full-time to part-time, from or to casual
employment
Change of hours and/or working days (excluding any regular roster changes)
Termination of employment (regardless of the reason)

Where a change requires approval, this should be obtained prior to any
notification of the change. The manager must advise the employee of the
change in writing and, wherever possible, prior to the effective date of the
change. A new employment contract is required for the following changes:
Promotion
Transferred to a new position
Change in status to or from casual employment



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Change in status to or from full-time to part-time employment

All other changes are advised via a letter (see letter templates under Links to
Related Processes, Procedures, Forms & Tools). Where the change is the
result of an internal transfer or secondment it is the new manager who
advises the employee and all the other relevant departments and positions.
The manager advises the relevant departments and positions as per the
Notification of Change to Employment Table (see Links to Related Processes,
Procedures, Forms & Tools). Where appropriate, the manager waits for
acceptance by the employee before advising of the change. Changes must be
notified within five (5) working days of acceptance and, wherever possible,
prior to the effective date of the change.

Advice is provided as follows:
Payroll - via the appropriate Payroll form (available on Finance/Payroll Policies
and Procedures, Lotus Notes or iNotes)
Disposition of Forces - via the Disposition of Forces Changes Form (available
at the back of the Disposition folder)
IT Services via the appropriate ITS form (available on the Bulletin Board)
All other departments or positions - advised via email.
In addition to the departments and positions within The Salvation Army there
may be external people and organisations that should be notified of the
change. These may include the employee s current clients and signification
contacts in other organisations eg. Government departments.

Definitions

General Salary Increase
A salary increase granted to all or most Territory employees, generally
granted annually, that is not specific to the individual or position. Secondment
 The employee temporarily transfers to another department with the intention
that he/she will return to their original department at the end of the period ie.
the transfer is not permanent. The purpose of the secondment may be to
broaden the employee s experience or to provide additional resources to the
department.

Related Topics

Continuity of Service and Transfers; The Employer/Employee Relationship
(Changed Circumstances); Remuneration; Recruitment and Selection;
Redundancy; Dismissal

Responsibilities Required by the Policy

Managers
Are responsible for:
Seeking approval for the change (where applicable)



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Advising the employee in writing, including providing a new employment
contract where the employee is: promoted or transferred to a new position,
where their status changes to or from casual employment, or to or from full-
time to part-time employment
Advising all the relevant departments or positions, as per the Notification of
Change to Employment Table, of the change to employment
Advising external people and organisations of the change to employment, if
applicable
Ensuring a copy of the approval and the written advice to the employee are
put on the Employee File

Human Resources
The Executive Director Human Resources and Risk Management is responsible
for reviewing the policy and associate tools at regular intervals or as needed
to meet change organisational requirements and proposing policy changes to
TPC for consideration and approval.

Related Minutes

AUS Minute EMS

Related Processes, Procedures, Forms & Tools

Notification of Change to Employment Table

Letter – Offer of Permanent Employment

Letter – Change of Status from Full Time/Part Time Employment

Letter – Offer of New Position

Letter – Part Time – Change to hours/days

Letter - Re Classification – non award position

Letter – Re-grading – award position

Letter – Salary increase

Letter – Secondment

Letter – Change of Title




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                                                     Leave Entitlements
Document Type:       Policy
Author:              Kim Perry & Col Fletcher
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

Leave may be granted for numerous reasons. This policy seeks to provide all
employees of The Salvation Army with an understanding of their rights and
responsibilities associated with all leave provisions, where these are not
covered by awards or other legislation.

Scope

This policy applies to all employees and Officers in their capacity as managers
of employees. Usually, casual employees are not entitled to paid leave as they
receive a casual loading in lieu of leave entitlement, however some awards
provide for employee choice.

Annual Leave

The timing and length of annual leave taken at any one time shall be
negotiated with the relevant Manager. In planning and granting annual leave,
the abovementioned managers shall take into account operational
requirements of the organisation. All annual leave shall be subject to the
employee having accrued annual leave to cover the period of absence. As per
the Official Minute ELE 0601 (Managing Leave Entitlements Employees), an
employee shall not accumulate annual leave to an amount in excess of
twenty-five (25) working days unless approved, in writing, by the manager.
Unless specified otherwise under Awards/Agreements or contracts of
employment, a manager may direct an employee to take all or part of an
accrued entitlement by providing eight (8) weeks notice. An employee may
request pre-payment of salary for the period of annual leave. Annual leave
cannot be sold back or cashed out . Where Awards specify an entitlement to
leave loading, this will be paid to employees who are on or about Award pay
rates. Employees paid above Award rates are considered to have this
entitlement absorbed into their base salary.

Sick Leave

An employee is entitled to ten (10) days sick leave (excluding workers
compensation) for each completed twelve (12) months of service, unless a
greater amount is specified in the relevant Award/Agreement/contract of
employment. In addition, unless specified otherwise in the relevant



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Award/Agreement/ contract of employment, a medical certificate is required
for periods of absence greater than two (2) consecutive working days. Sick
leave without a medical certificate is limited to three (3) single days in any 12
(twelve)-month period unless specified otherwise in the relevant
Award/Agreement or contract of employment. Once the 3 single day limit has
been reached, any additional sick leave must be substantiated with a medical
certificate. A statutory declaration of illness shall only be accepted where such
a provision is specified in the relevant Award, Workplace/ Enterprise
Agreement or contract of employment. A statutory declaration is limited to
four (4) single days in any 12 (twelve)-month period. All paid leave
entitlements (inclusive of sick, annual and long service leave) shall be
exhausted prior to granting leave without pay.

Long Service Leave

An employee is eligible to access paid long service leave entitlements; as such
entitlement becomes due in accordance with the relevant State Long Service
Leave Act. When an employee s long service entitlement becomes due it shall
be taken within twelve (12) months from the date of the entitlement, unless
the employee and manager mutually agreed to a postponement. As long
service leave becomes due (and where possible), the manager should take
into account operational requirements when discussing the actual dates for
leave with the employee. Where Awards and Agreements provide for long
service leave on a pro-rata basis, consideration should be given to granting
such leave requests as long as this does not adversely affect the organisation
s operation. For the purposes of the Long Service Leave, public holidays are
classified as normal working days and consequently are not to be added to
the period of Long Service Leave entitlement. For casual employees, where
the length of actual service becomes, in aggregate, sufficient to qualify for
Long Service Leave under the relevant state Awards or Agreements,
consideration will be given by The Salvation Army Australian Southern
Territory to apply the entitlement to such casuals.

Study Leave

In conjunction with the Official Minute EET (Employee s Education &
Training), study leave provisions shall be as per the relevant Award,
Agreement or contract of employment.

Parental Leave

Unless the relevant award or agreement stipulates otherwise providing
greater benefits, all permanent employees with greater than twelve (12)
months continuous service shall be entitled to parental leave (maternity leave,
paternity leave and adoption leave) under Schedule 1A of the Workplace
Relations Act 1996.




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Maternity Leave

An employee may access maternity leave of up to 52 weeks of unpaid
maternity leave, which must not extend beyond the child s first birthday. The
period of maternity leave shall be unbroken. Unless the relevant
award/agreement or contract of employment stipulates otherwise, an
employee may work within the six-week period immediately prior to the
expected date of birth, or return to work within six weeks after the birth of
the child. This provision is subject to the employee providing the relevant
Manager with written approval from a medical practitioner, stating that she is
fit to work on her normal duties. An employee may take any accrued annual
leave or long service leave in conjunction with maternity leave provided that
the aggregate of all leave does not exceed 52 weeks. Unless specified
otherwise in the relevant Award or Agreement, an employee may apply in
writing to the relevant Manager for approval to return to duty prior to the
conclusion of the approved maternity/paternity leave. The employee may also
apply (in writing) to extend the period of leave, as long as the total period of
leave does not exceed the 52-week limit and must not extend beyond the
child s first birthday. Approval to return to duty early or extend is at the
discretion of the relevant Manager and subject to the employee providing a
clearance certificate by a medical practitioner. Unless specified otherwise in
the relevant award/agreement or contract of employment, an employee shall
notify their relevant Manager of their intention to return to work at least four
(4) weeks prior to the expiration of the leave. On completion of maternity
leave, the employee shall resume duty as a permanent employee as per the
arrangements prior to leave. If the employee was transferred to a safe job
(prior to their leave as per advice from a medical practitioner), the employee
shall be entitled to return to the position they held immediately before such
transfer. On return from leave, should the employee s position no longer
exists but there are other positions available which the employee is qualified
for and capable of performing, the employee shall be transferred to a position
as nearly comparable in status and pay to that of their former position.

Paternity Leave

Paternity leave is unpaid leave and shall be available to all eligible permanent
male employees. Eligible employees are entitled to an unbroken period of up
to one week at the time of confinement of his spouse. Where the employee is
the primary carer of the child, they may be entitled to a further unbroken
period of up to 51 weeks if the leave does not extend beyond the child s first
birthday.


Adoption Leave

Adoption leave is unpaid leave and shall be available to all permanent
employees who have received a notice of approval from an authorised
adoption agency for the placement of a child. To access adoption leave, the


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child shall be either under five years of age or is related to the employee.
Leave of up to 52 weeks (less any leave taken at time of placement) may be
granted for the primary carer. An employee may access a period of up to
three (3) weeks unpaid leave at the time of placement. An employee shall be
entitled to return to the position he/she held immediately before going on
adoption leave.

Personal Carers/Family Leave

The Salvation Army Australian Southern Territory is committed to assisting
employee‟s balance their work and family responsibilities. The amount of
personal/carer/family leave to be accessed shall be as per an employee s
Award/ Agreement or contract of employment. Where the relevant Awards,
Workplace Agreements or contracts of employment have no specific
personal/carers/family leave provisions, an employee may use up to five (5)
days per year of sick leave accruals for the purpose of carer/family leave. The
use of sick leave for carer/family leave is non-cumulative. Employees are able
to access sick leave to care for a member of their immediate family (refer to
definition at end of policy). Sick leave to care for a member of their
immediate family (without a medical certificate) is limited to three (3) single
days in any 12 (twelve)-month period unless specified otherwise in the
relevant Award/Agreement or contract of employment. Once the 3 single day
limit has been reached, any additional sick leave to care for a member of their
immediate family must be substantiated with a medical certificate. A statutory
declaration demonstrating that the employee had to care for a member of
their immediate family is limited to four (4) single days in any 12 (twelve)-
month period.

Support Person

At any stage of the resolution process all parties have a right to be
accompanied by a support person of their choice.

Compassionate/Bereavement Leave

Unless otherwise specified in an Award, Agreement or contract of
employment, an employee shall be granted up to two-days (non-cumulative)
paid leave in the event of death or serious illness in the employee s immediate
family (refer to definition at end of policy). Authorised Managers do have the
right to exercise some discretion in applying this leave principle.

Defence Force Leave

The Salvation Army Australian Southern Territory supports employees who
chose to voluntarily participate in the Australian Defence Force (ADF)
Reserves.

This support is demonstrated by:


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Not hindering, in any way, an employee from carrying out Defence Force
Reserve Service or becoming a member of the ADF Reserves;
Treating the employee as being on leave without pay during call-out and
protected voluntary Continuous Full Time Service;
Ensuring that any absence on Defence Force Reserve Service does not break
an employee's continuity of service for the purposes of employment, seniority
and annual/long service leave entitlements;
Granting up to two weeks (10 working days or 14 calendar days) Defence
Force Leave each year for Reserve service, in addition to the employee's
annual leave;
Providing additional Defence Force Leave for attendance at training or for
deployment on an operation or exercise on receipt of a special request from
the Defence Force.

Leave will only be granted for training or deployment that is part of the
employee s obligations as a member of the Defence Force. Defence Force
Leave will not be granted for training and/or deployment that is voluntarily
undertaken by the employee, over and above the service they are bound to
give. The Defence Force is required, wherever possible, to provide through
the Reservist at least three months notice in writing of a requirement for
a reservist to undertake Defence Force service. When a requirement for a
Reservist to undertake Defence Force service at a particular time causes
significant operational difficulties, on request the Defence Force has an
obligation to seek to identify alternative dates for the Defence service.

Employer Support Payment Scheme
The Employer Support Payment Scheme (ESP) provides financial assistance to
eligible employers to help offset the costs of releasing employees for most
categories of ADF service. ESP is paid at a set weekly rate regardless of the
employee s salary and there are no restrictions on the way employers can use
the money. The weekly rate is equivalent to the average weekly full-time
adult ordinary-time earnings for Australia, based on figures from the
Australian Bureau of Statistics.
To qualify for ESP payments:
An employee s periods of Defence service must be a minimum of five
consecutive days;
The employee must have served a qualifying period of 14 days' Defence
service (in a single period or blocks of five consecutive days or longer) with
the organisation in the current financial year;
Claim forms must be submitted within six months of the first day of service
for which the claims are being made. Claims submitted outside this period
require special justification
Employees must be released on Defence leave or leave without pay, must not
be made to use their own leave requirements and their job must be
protected.

Emergency Service Leave



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A staff member must inform The Salvation Army if he or she is a member of
an emergency service organisation, which may be called to an emergency
during working hours. The Salvation Army will allow paid leave to any full-
time or part-time staff member who is called to an emergency during working
hours if he/she is obliged to do so as a member of that organisation, provided
that the following conditions have been met:
The staff member informs their Site Manager and/or Line Manager prior to
his/her absence of the reason for the absence and the likely period of
absence;
The emergency is within the local jurisdiction of the emergency service
organisation; and
The emergency is a declared emergency.

If the staff member has been absent from work for two consecutive days and
the emergency situation has not abated, the staff member must contact their
Site Manager and/or Line Manager for a decision as to whether to grant
permission to extend the period of leave. Leave will be paid at the staff
member's ordinary rate of pay. If the staff member receives any payment for
attending the emergency, documentation of the payment must be presented
to the pay office and the amount of payment will be deducted from the staff
member's normal wages or salary for the days absent from work.

Leave Without Pay

Short periods of leave without pay may be granted to an employee for
personal and family leave, or for an employee to attend seminars,
conferences and other approved professional meetings. All paid leave
entitlements shall be exhausted prior to granting leave without pay. Unless
otherwise specified in an Award/Agreement or contract of employment, leave
without pay shall not count as service for the purpose of incremental
progressions or accrual of paid leave entitlements. All applications for leave
without pay must be approved by the relevant Manager.

Other Leave

Other leave provisions shall be as per the relevant Award, Agreement and
contract of employment. In the absence of such provisions in Awards,
Agreements or contracts, leave provisions shall be as per the Workplace
Relations Act 1996.

Transfer of Leave Entitlements

When an employee transfers to a new position within the Australia Southern
Territory, without a break, the employee s accrued entitlements (eg. annual
leave, sick leave and long service leave) are transferred with them and
continuity of service is maintained.




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Internal Portability of Leave

Where an employee transfers from one Salvation Army entity to another
within the one state, such a transfer must be pre-arranged to ensure
portability of service within five (5) weeks of leaving one entity and
commencing at another. All leave accruals for the transferring employee shall
be transferred to the receiving entity. Further, such a transfer shall be
considered as continuity of service for the purpose of leave entitlements.
Continuity of employment will not be granted if an employee terminates
employment at The Salvation Army and if leave entitlements were paid out.

Definitions

The term immediate family includes:
A spouse (including a former spouse, a bonafide de facto spouse and a
former de facto spouse) of the employee.
A child or an adult child (including an adopted child, a step-child or an ex-
nuptial child), parent, grandparent, grandchild or sibling of the employee or
spouse of the employee.

Related Topics

See also Continuity of Service and Transfers

Responsibilities Required by the Policy

Employees
Discuss and request leave in advance, where possible, with their line manager
or appropriate delegate.

Managers
Approve leave in accordance with the policy and the operational requirements
of the centre. Refer requests for leave outside of this policy to the appropriate
Divisional Board or Cabinet Secretary for consideration and approval.

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org

Related Minutes

See AUS Minute ELE 0601

See AUS Minute EET 0603




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Related Legislation

http://www.defence.gov.au/reserves/Employer_Support_Payments_18.asp




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       Eligibility to Work in Australia and The Salvation Army
Document Type:       Policy
Author:              Carol Shaw
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

The purpose of this policy is to ensure compliance with the Migration Act 1958
and the Migration Amendment (Employer Sanctions) Act 2007 that describes
The Salvation Army s obligations and responsibilities in relation to the
engagement of legal workers.

Scope

This Policy applies to all managers, employees, and Officers as managers of
employees working in programs and centres.

Statement of Policy

From 19 August 2007 managers and The Salvation Army are to comply with
the Migration Act and Migration Amendment (Employer Sanctions) Act. It will
be an offence under Act for The Salvation Army and managers to knowingly
or recklessly allow an illegal employee to work. Managers who are convicted
of these offences face fines and imprisonment while The Salvation Army could
face even greater fines per illegal worker. In accordance with the Migration
Amendment (Employer Sanctions) Act, all employees engaged to work in The
Salvation Army are required to produce evidence of their right to work in
Australia. Managers are responsible for recording the type of documents
provided by the employee and verifying work rights. Employees engaged
before 19 August 2007 will not have to produce evidence of work rights
unless employment contracts are renewed or extended after 19 August 2007.
This requirement is additional to responsibilities set out in Human Resources,
Risk Management and other policies, procedures and Minutes including but
not limited to:
Recruitment and Selection
Termination
Privacy Minute (IPP)

Who Can Managers Employ

People who migrate to Australia have a right to work in Australia. However,
people visiting Australia or in the country on a temporary basis may or may
not have the right to work. By checking a temporary resident's work rights,




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managers can ensure that only those people eligible to work in Australia have
the opportunity to gain positions within The Salvation Army.

Possibility of prospective employee being an illegal worker

Not all visas allow a person to work in Australia. The possibility of a
prospective employee being an illegal worker will exist whenever there is
information to suggest that the employee might not be an Australian citizen.
This could include situations where a job applicant:
mentions they are only visiting Australia
presents a foreign passport
provides an overseas qualification
claims they are an Australian citizen but refuses to provide any documentary
evidence of this fact.
If a job applicant/employee refuses to cooperate in the checking process,
Managers should explain that The Salvation Army will not be able to employ
them until their work entitlements can be checked.

How much time do managers have to check the employees eligibility
to work in Australia?

Managers should check if a new or potential employee is eligible to work in
Australia before they commence with The Salvation Army. If a manager does
not have immediate access to the internet or a fax machine to check a new
employee s eligibility to work, managers will be given a period of 48 hours in
which to conduct any checks. Providing these checks are initiated within 48
hours of an employee starting work and the manager does not actually know
the employee is an illegal worker, managers will not be referred for
prosecution even if the employee turns out to be an illegal worker. If a
manager discovers an employee is an illegal worker the manager must end
the working relationship with the employee immediately (after consultation
with your HR&RM Manager/Consultant). Managers will also need to provide
evidence of when the employee started work (Letter of Offer/Employment
Contract) to get the benefit of the flexible 48-hour checking period.

Avoiding discrimination

To avoid any potential discrimination, managers are required to check the
work rights of all new employees and current employees where the contract
of employment is renewed or extended. It is important not to single out
employees for work rights checking or to refuse employment simply because
a job applicant is not caucasian or because they don t speak perfect english.
In a multicultural society such as Australia these are not indicators that an
employee does not have the right to work.

Procedures for checking eligibility to work for The Salvation Army




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Managers are required to ensure that the following steps are followed to
ensure compliance with legislation.

Documents that are a Proof of Eligibility to Work in Australia
Prior to commencing a new employee, the manager is required to request the
employee to provide documents that are proof of eligibility to work in
Australia (as stated in the Letter of Offer). The following original documents
are used as evidence:
Australian Full Birth certificate (if born before 20 August 1986) - if employee
is born after 20 August 1986 managers will need to contact the Employer s
Rights Checking Line to verify right to work.
Australian Citizenship certification
Australian Passport
Certificate of evidence of resident status
Valid visa with work rights
Photo identification (e.g. Passport, Drivers Licence, Key card)

Note: When reviewing documents, manager should ensure that they view the
original or certified copy of a document (as listed above). Uncertified
photocopies are not acceptable.

The following documents cannot be used as evidence of eligibility to work in
Australia:
Tax File Number - is not proof of work because TFNs can be issued for a
number of reasons not related to employment.
Driver s Licence - is only evidence of a right to drive a car in Australia. It does
not mean that the employee is necessarily an Australian Citizen with work
rights.
Medicare Card - is available to both permanent residents of Australia, as well
as some applicants for permanent residence. Although overseas visitors
holidaying in Australia are generally not entitled to a card, residents of certain
countries are entitled to restricted access to health cover whilst visiting
Australia.
Bank Account
Referrals from employment agencies or labour suppliers
References from previous employers
These documents are issued by different agencies for specific purposes only.

Checking Documentation for New, Prospective and Current
Employee s - Australian Citizens
Managers are required to check original documentation (or certified copies)
presented by the employee.
Australian Passport; or
Australian Citizenship Certificate; or
Certificate of Evidence of Citizenship; or
Full Australian Birth Certificate




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Managers are also required to confirm that the employee matches the person
in the photographic identification that the employee has provided. Examples
of identification can be:
Australian Passport; Drivers Licence, Key Card or Student ID

Manager checks documentation provided and confirms that employee is
eligible to work with The Salvation Army.

Checking Documentation for New, Prospective and Current
Employee s - Overseas Visa Holders

Managers are required to check original documentation (or certified copies)
presented by the employee.
Overseas Passport & Australia Entry Visa; or
Document for Travel to Australia (refugee status)

Managers are also required to confirm that the employee matches the person
in the photographic identification that the employee has provided (i.e.
Passport). If the manager has internet access, the manager can check the
documents by utilising the following tool:

Entitlement Verification Online (EVO)
This is a facility for a manager to check work entitlements of prospective and
current employee who were born outside Australia. Each manager will need to
register online with the Department to use this service and follow the online
instructions. This free service is available 24 hours, seven (7) days a week.
Once a manager has registered with EVO passport details can be entered
online and results received. Manager needs to print out a copy of the results
to attach to the employment documentation. If there is no internet access,
the manager can check documentation using the following tools:
Freecall Fax-Back facility
This facility allows managers to obtain information from the Department of
Immigration and Citizenship about prospective and current employees who
were born outside Australia. Managers will need to ask the employee to
complete an Authority to Obtain Details of Work Rights Status form. Once
completed by the employee, the manager will complete details as the
employer and fax to the Department. Managers will receive a return fax from
the Department within 48 hours.

Employers' Work Rights Checking Line
The Employers Work Rights Checking Line is a free call line service for
managers who would like to enquire about general work rights issues, or
would like help with reading visas and information on warning notices.

Further information
Managers are able to access further information about eligibility to work in
Australia from the Department of Immigration and Citizenship.



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Australian Immigration Fact Sheets - particular reference should be made to
fact sheets:
87 Initiatives to combat illegal work in Australia
95 Documents needed to enter Australia
Frequently Asked Questions regarding employer obligations.
Refer to Links to Legislation/Further Information

Advising & recording outcome of Check

If a Check deems that the potential or current employee is eligible to work in
Australia, the manager can advise the employee verbally of the outcome of
the Check. If a Check deems that the potential or current employee is not
eligible to work in Australia, and therefore The Salvation Army, the following
will apply:
If the person is not yet employed at the centre/program, the manager is to
advise the person in writing (see template letters in Links to related
processes, procedures, forms and tools ).
If the person is an existing employee, the manager is to:
Contact their Human Resources and Risk Management Manager/Consultant to
confirm the documentation and Check that the employee is not eligible to
work in Australia and to seek advice on the appropriate process for
termination of employment.
Advise the employee verbally and then in writing (see template letter in Links
to related processes, procedures, forms and tools ) of the outcome of the
Check.
Terminate the employee s employment in accordance with the terms of the
award, agreement or contract covering their employment. If a notice period is
required, the employee should not work out their notice period but should be
paid in lieu of notice.
Advise the person of the process to follow should they wish to appeal this
decision (see below).

Appealing a decision to exclude a potential or current employee
from working in or providing services within The Salvation Army
program or centre

If a prospective or current employee wishes to appeal the manager s decision
regarding their eligibility to work in Australia Check, they may do so by writing
to the Executive Director, Human Resources & Risk Management. This letter
should describe why the person believes that the Check should be reviewed
and why they believe they are a person that has work rights to work in
Australia in accordance with the guidelines provided by the Department of
Immigration and Citizenship. The Executive Director, Human Resources & Risk
Management will arrange an investigation of the matter, make a
determination and advise the appellant and the manager accordingly.

Record Keeping



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Managers are to ensure that sensitive information is securely stored in
accordance with the Privacy Act and the Migration Amendment (Employer
Sanctions) Act 2007. Specific documents are to be kept as follows:
EVO response and Employee Work Rights Status Advice - this is to be kept by
the manager. As this may contain sensitive information, this should be kept in
a secure, locked cabinet that is only accessible by the manager or supervisor.
Authorised persons may view this document as part of a review or appeal
process.
Authority to Obtain Details of Work Rights Status Form (if applicable) - these
are to be kept on the employee s file in a secure, locked cabinet (refer to the
Employee Files policy for further information regarding employee files).
Certified copies of documents as proof of eligibility to work in Australia (i.e.
Birth Certificate, Passport, Visas etc) - these are to be kept on the employee s
file in a secure, locked cabinet (refer to the Employee Files policy for further
information regarding employee files).

For employees not subsequently employed/engaged, the manager should
retain the EVO response or Employee Work Rights Status Advice (if
applicable) together with other documentation (i.e. copy of birth certificate,
Passport, Visas , resume, interview notes, reference checks, notes regarding
the decision not to employ, letter regarding result of Check, etc) for a period
of 12 months. This information must be kept in a secure, locked cabinet
accessible only by the manager. Once the 12-month period has expired, this
information should be securely disposed of (i.e. shredded and securely
destroyed). Date of secure disposal are to be recorded in the manager s diary
or other reliable reminder system.

Arrangements with agencies and other contractors

The offences under the Act only apply when there is a direct employment
relationship with the employee who is considered to be an illegal worker. If a
worker is obtained from a labour hire company or other contractors who
remain the legal employer of the worker, the program or centre using the
services of the worker will not be liable unless it also has a direct employment
relationship with that worker. For single-person contractors (e.g. self-
employed trades people, trainers owning their company) managers need to:
Send a letter to all current or potential single-person contractors (see
template letter in Links to related processes, procedures, forms and tools )
View original or certified documentation as proof of eligibility to work in
Australia
If necessary, obtain completed Authority to Obtain Details of Work Rights
Status form
Record the results of the Check and/or obtain results via EVO or Fax-Back
Advise single-person contractor of the outcome of the Check.
If the Check deems the person is not suitable, the contractor is not to be
engaged for any work at the program or centre.




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Definitions

Work: Work means any work including unpaid work.

Illegal Workers

Illegal workers are non-Australian citizens who are working in Australia
without a visa or who have a visa but have a condition on their visa that does
not allow them to work.
Agency or other contractors
For the purposes of this policy, agencies are recruitment or labour hire
organisations and other contractors are any contractors engaged to supply
services and also include supplier or broker and any sub-contractors engaged
by the contractor, supplier or broker.

Related Topics

Employee Files, Recruitment and Selection, Termination

Responsibilities Required by the Policy

Managers
The manager is responsible for:
Ensuring that all prospective employees and current employees, who have
employment contracts renewed or revised, whether they are a visa holder or
an Australian Citizen, provide the appropriate documentation to enable
eligibility to work in Australia.
Checking prospective employee eligibility to work in Australia (work rights)
before an offer of employment is confirmed,
If further Check is required by the Department of Immigration and
Citizenship, submit documentation within 48 hours of employee commencing,
and then
Confirm employment status of the employee.

Employees
Employees are responsible for:
Providing documentation and/or completing an authority to determine work
rights, whether they are a visa holder or an Australian Citizen.
Human Resources
The Executive Director Human Resources and Risk Management is responsible
for reviewing the policy and associate tools at regular intervals or as needed
to meet changed organisational requirements and proposing policy changes to
TPC for consideration and approval.

Related Minutes

Privacy (IPP)



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Legislation

http://www.immi.gov.au


Related Processes, Procedures, Forms & Tools

Migration Act Flowchart
Authority to Obtain Details of Work Rights Status
Letter to prospective employee - check has deemed that person is not eligible
to work in Australia
Letter to current employee - check has deemed that person is not eligible to
work in Australia
Letter to Single-Person Contractor - Authority to obtain work rights and
provision of evidence
Migration Act - Eligibility to Work in Australia Information for New Employees




Crossroads Network Manual V1.1 - 2009                            Page 104 of 230
                                                              Privacy (IPP)
Document Type:       Minute
Author:              Raymond Finger
Application:         Operations
Code:                IPP 0908
Issue:               23/12/2008
Reviewed:

Preamble

During 1988 the Commonwealth Government enacted the Privacy Act 1988
(Cth.) which established eleven (11) “Information Privacy Principles” that
Commonwealth Government departments and agencies were obliged to follow
in handling personal information. Then, in December 2000, the Privacy
Amendment (Private Sector) Act 2000 (Cth) (Privacy Act) was passed with the
effect that all organisations (including a company, trust, unincorporated
association, individual or partnership) would be required to comply with ten
(10) “National Privacy Principles.”

These National Privacy Principles are minimum standards for the collection,
use, retention, security and disclosure of personal information by
organisations. They also give an individual the right to know what information
an organisation holds about him or her and the right to correct wrong
information that is held.

The Salvation Army comes within the definition of “organisation” and
therefore must comply with the legislation. Our departments, corps and
centres all collect personal information for practical (donations, family
support, rolls and records etc.) spiritual (prayer) and fellowship reasons
(newsletters), pastoral care (record and notes of visitation).This information,
including any electronic records, must be collected, used, stored etc. in
accordance with the National Privacy Principles.

To comply is a serious and important priority. Care in the collection, use and
storage of personal information fits well with the image held of the Salvation
Army as a caring organisation and a caring church. To help our corps and
centres understand the implications of the Privacy Act, a Privacy Database has
been established on the Australian Southern Territory News and Bulletin
Board within Lotus Notes. Within that database is an “Information and
Implementation Manual.” This manual has been put together with a corps
focus, as it is corps and corps based centres that will be confronted with
National Privacy Principles for the first time.

Social and aged care programs have previously been exposed to and are
already complying with the Act. Please note the manual does not deal with
specific privacy issues under any State Act. The issues arising from the
Privacy Act will not diminish over time. They may even become more



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complex. The need to comply is therefore not a once only but an ongoing
necessity.

Implementation

It is required that a Privacy Contact Person (PCP) (See Information,
Implementation and Compliance Manual) be appointed by each corps or
centre and that the initial completed privacy audit of each corps or centre and
compliance be achieved by January 31, 2003. All other entities including aged
care, Family Stores and E Plus centres must also have completed
implementation of the Privacy Principles by that date.

Compliance

Compliance with the Privacy Act shall be the responsibility of the corps
officers or centre managers. Compliance shall be subject to the normal annual
review and audit process by the respective Divisional Headquarters. Each
Division shall appoint a Divisional Privacy Contact Person (DPCP) who shall
ensure compliance with the Privacy Principles within the division.

It is envisaged that all THQ Departments will designate a Privacy Contact
Person who will be responsible for ensuring compliance within the
department, and who in turn will report to a Territorial Privacy Contact Person
(TPCP). For business entities such as Family Stores and E Plus compliance
shall be the responsibility of the organisational head and shall be subject to
the normal review and audit process of those centres.

Territorial Privacy Officer

In addition to the Privacy Contact Person appointed by each corps/centre and
by each Divisional Headquarters and by Territorial Headquarters, the Territory
will appoint a Territorial Privacy Officer (TPO) to provide assistance in the
implementation of the privacy principles and on-going help with compliance
issues.

To ensure consistency throughout the Territory the interpretation of the
Privacy Act will be the responsibility of the TPO through the respective DPCPs.
All corps/centres should direct any complaints arising under the Privacy Act to
their respective DPCP who will copy the complaint to the TPO for information.

Territorial Privacy Policy

The Territory shall publish a Privacy Policy as required by the Privacy Act.
That policy shall be attached to this Minute and posted on our website
(www.salvationarmy.org.au/privacy)

Changes to the Territorial Privacy Policy



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From time to time the Territory may be required to review and amend that
policy. The Territory reserves the right to make changes. The Territory may
notify of those changes by attaching the updated policy to this Minute or by
posting the up-dated version on our website
(www.salvationarmy.org.au/privacy).




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                                        Employees Education & Training
Document Type:       Minute
Author:              John L Jeffrey
Application:         TSA HR Manual
Code:
Issue:               10/06/2003
Reviewed:

Purpose

The Salvation Army desires to develop a culture, which encourages and
supports ongoing learning. To this end, provision is made to support
employee-initiated studies having current or potential value to the mission of
The Salvation Army. The support involves variable working hours (where
applicable), time off for classes and examinations and some financial support.
The provisions of this minute are in addition to provisions for conferences and
in-service study that are an essential work requirement or initiated by The
Salvation Army.

Relevance

Employees will need to demonstrate the current or potential value of the
proposed studies to the performance of their duties and the ministry of The
Salvation Army.

Variable Working Hours

In locations where this provision applies, employees may arrange working
hours with their supervisor and in line with centre needs to facilitate
attendance at classes or examinations.

Eligibility

These provisions are available to full-time staff and part-time staff on a pro-
rata basis, usually after completion of six months service.

Paid Study Leave

Generally, paid study leave is intended for attendance at classes and
examinations for an approved study course. Study or examination leave may
be approved up to a maximum of 4 hours per week with a limit of 50 hours
per semester and 100 hours per year, provided that the work needs of the
centre can be accommodated. In the case of short or intensive studies up to 5
consecutive days can be approved within the overall limits of 50 hours per
semester and 100 hours per year.




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Study Expenses

Financial reimbursement, to a limit of $600 in any calendar year, may be
given from the centre budget for up to 50% of approved study expenses.
These expenses may include course fees, text books, registration fees.

Application for Study Leave and Financial Assistance

Applications for study leave and financial assistance should be made on the
attached application form and directed to the employee‟s manager, corps
officer or head of department for approval. Where a manager is applying for
such leave or assistance the application is to be considered by the immediate
line manager. Applications for assistance will be considered at any time prior
to or during a course of study, but no retrospective assistance will be
considered. An employee claiming reimbursement for approved study
expenses will be required to provide appropriate evidence of successful
completion of the study. Claims will only be considered within 6 months of
course conclusion.

Record of Study

The line manager will record details of support and study results on the
employee‟s file and on the territorial employee data base as this is developed.




Crossroads Network Manual V1.1 - 2009                             Page 109 of 230
                                              Student Placement Policy
DATE APPROVED:        17th June 2009
DATE AMENDED:         16th June 2012



Purpose
Crossroads recognise the importance of student placement in the
development of appropriately trained and educated social and community
sector workers.

Service Principle

Crossroads is committed to providing a coordinated process for students
undergoing placement that seeks to provide students with the necessary
knowledge and skills to develop competence as professional worker in the
community service sector.

Crossroads is committed to providing students on placement with genuine
and practical work experience.

Scope
This policy applies to all clinical, professional and industry placements that
form part of a course or program coordinated by a Recognised Educational
Institution.

Responsibility

It is the responsibility the relevant Program Manager, Team Leader and
designated Placement Supervisor to ensure adherence to the Student
Placement Policy.

Definitions

Recognised Educational Institution
For the purpose of this policy a „Recognised Educational Institution‟ is an
education provider that is registered on the Commonwealth Register of
Institutions and Courses for Overseas Students (CRICOS) database.

Placement Supervisor
The Placement Supervisor is the designated staff member that is responsible
for supervising the student of placement. The Placement Supervisor is staff
member with at least two years professional experience in the relevant field,
or has an appropriate level of relevant qualification.




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Placement Liaison
The Placement Liaison is the professional that acts on behalf of the
Recognised Educational Institution in communicating with the Placement
Supervisor and Program Manager/Team Leader.

Student
For the purpose of this policy a Student is the person that is enrolled in a
course provided by a Recognised Education Institution for which the student
is required to complete a professional placement.

Placement
For the purpose of this policy Placement is defined as a required component
of a course provided by a Recognised Education Institution that obligates a
student to undergo professional development through a period of unpaid
occupational education in the workplace.

Course
For the purpose of this policy a course is defined as an educational program
offered by a Recognised Education Institution.

Students will be accepted from relevant disciplines within the human services
field, and can include Community Welfare, Social Work, Psychology,
Community Development, Youth Work, and other related fields of study
deemed relevant by the Program Manager.



Placement Capacity

Individual programs will identify their capacity to facilitate student placements
through their program planning processes. Crossroads programs will maintain
relations with Recognised Education Institutions and will inform them of the
programs capacity to accept student placements.

To ensure the sustainability of student placement opportunities, Crossroads
will make realistic commitments in allocation of student placements.

All student placement applications are considered on an individual basis based
on:
     Personal competency;
     Professional experience;
     Course relevancy; and
     Program capacity;


Remuneration




Crossroads Network Manual V1.1 - 2009                               Page 111 of 230
In general there is no remuneration or reimbursement of personal expenses.
Travel expenses to and from the Crossroads program and the students place
of residence or place of study are not reimbursed.

Costs incurred at the direction of Crossroads staff are fully reimbursable (For
more information see Crossroads Network Manual).

Payment for service may occur based on an individual assessment of the
student placement and must be approved by the General Manager prior to
commencement of a student placement.

Student Supervision


All students undertaking a placement will be provided with feedback during
the placement in regard to their progress toward the learning objectives of
the placement.

The Placement Supervisor will provide the student with formal supervision at
least fortnightly. The Placement Supervisor will inform the student of the
supervision process and provide the student with copies of any documents
that result from the process.

Unsatisfactory Performance and Placement Suspension

In the first instance the Placement Supervisor will discuss any issues during
formal supervision.

Where necessary the Placement Supervisor will contact the Placement Liaison
to arrange a meeting to discuss and resolve the issues.

Students undertaking placements will be subject to a review of progress of
the placement if the student:
    Fails to maintain satisfactory attendance;
    Fails to complete at a satisfactory standard in academic or professional
       components specified for the placement/course; or
    Fails to maintain an appropriate standard of conduct;


Where a student on placement is involved in a unprofessional conduct of a
serious nature the student may be immediately withdrawn from the
placement by the Team Leader, Program Manager, Senior Program Manager
or General Manager.

Prior to Placement

The Placement Supervisor, Placement Liaison and student will discuss:



Crossroads Network Manual V1.1 - 2009                              Page 112 of 230
      The aims and objectives of the placement specifying the desired
       objectives of all parties involved.
      How the placement fits the learning objectives of the course and
       program.
      The expectations and responsibilities of all parties including work
       hours, work days, breaks etc.
      Components of assessment and how the placement will contribute to
       the overall course.
      The assessment criteria including a minimum level of skill and
       competency required to be demonstrated by the student.

Before commencement of a placement the Placement Supervisor and Program
Manager are required to ensure collection of the following documents:

      Police Record Check
      Student Resume
      Course Outline
      Placement Forms
      Placement Agreement
      Drivers License and „Authority to Drive‟ forms before use of Crossroads
       vehicles.

On Commencement of Placement

The Placement Supervisor will conduct an induction with the placement
student including information relating to OH&S and Privacy legislation
requirements for the placement agency.

The Placement Supervisor will:

      Provide the student with access to a shared workspace and desk
       (where available).
      Provide the student with access to keys and passwords where
       necessary and appropriate.
      Provide the student with access to program documents that provide
       direction in regard to program operations.
      Introduce the student to other program staff.
      Provide the student with an orientation of the office.
      Inform the student of specific tasks to be undertaken and inform the
       student of the relevant resources available to meet those tasks.


On Completion of Placement

Students will be offered an exit interview with their Placement Supervisor.

Upon request students will be given an appropriate reference, detailing their
contribution to Crossroads Youth and Family Services.


Crossroads Network Manual V1.1 - 2009                             Page 113 of 230
The Placement Supervisor will ensure that relevant placement documentation
has been completed and meet with the Placement Liaison where required.




Crossroads Network Manual V1.1 - 2009                         Page 114 of 230
   Policy Statement of Sexual Harassment in the Workplace
Document Type:       Minute
Author:
Application:         TSA HR Manual
Code:                SHA Attach 1
Issue:
Reviewed:

Purpose

The Salvation Army affirms that officers and employees have both the right to
work without sexual harassment and the responsibility to help prevent it.
Sexual harassment of Salvation Army officers, employees, sub-contractors,
volunteers, clients or agents, constitutes unacceptable behaviour which will
not be tolerated. It is unlawful under the Commonwealth Sex Discrimination
Act (1984) and various state Acts.

Any person who feels that he or she is being sexually harassed is encouraged
to inform the offender that such behaviour is offensive, unacceptable and
against Salvation Army policy. The Salvation Army will promptly, and
confidentially investigate any complaint brought to its attention. In turn,
managers and supervisors are required to ensure that all officers, employees,
volunteers, clients, sub-contractors and agents are treated fairly and equitably
and are obliged to prevent sexual harassment. They must act on any reports
of sexual harassment and must support and protect those who believe they
have been victims of harassment.

Any reports of sexual harassment will be treated quickly, seriously and
sympathetically. All reports will be investigated thoroughly and confidentially.
Disciplinary action will be taken against anyone who is found to have
harassed an officer, a co-worker, a client, a sub-contractor, a volunteer or an
agent of The Salvation Army.

Definition

Sexual harassment is any verbal or physical sexual conduct that is unwelcome
and uninvited. It has nothing to do with mutual attraction or private
consenting friendships, whether sexual or otherwise.

Some examples of sexual harassment include:

persistent, unwelcome demands or even subtle pressures, for sexual favours
or outings
leering, patting, pinching, touching or unnecessary familiarity
offensive comments on physical appearance, dress or private life
jokes, messages or telephone calls of an offensive sexual nature
distribution or display of offensive material



Crossroads Network Manual V1.1 - 2009                              Page 115 of 230
sexual assault

If such sexual behaviour makes a person feel offended, humiliated,
threatened, scared or uncomfortable, it is unlawful and against The Salvation
Army's Sexual Harassment Policy.

Comments and behaviour which do not offend one person can offend
another.

If a person is being, or has been, sexually harassed he or she is entitled to tell
the offender of the objection and that the behaviour must stop.

OR

Write to the offender setting down the objection and asking that the
behaviour stop.

If this does not resolve the matter, or if the person feels unable to act alone,
help may be sought from:
Supervisor, Manager, or Commanding Officer
Divisional Commander
Assistant Secretary for Personnel - Administration at THQ
Chief Secretary at THQ
Director Employee Relations at THQ




Crossroads Network Manual V1.1 - 2009                               Page 116 of 230
Operational Information
                                                             Imprest Policy
Document Type:       Policy
Author:              Raymond Finger
Application:         Minute Book
Code:                IMP 1108
Issue:               11th November 2008
Reviewed:

Use of Imprest Account

At all times, the cheque book must be held in a secure place. UNDER NO
CIRCUMSTANCES SHOULD BLANK CHEQUES BE SIGNED. This is a matter of
Salvation Army policy and failure to observe this instruction could result in
disciplinary action.

Maintaining and balancing the imprest bank account is the responsibility of
the cost centre management.


Reimbursing Petty Cash Fund

      MUST have substantiating documents such as tax invoices before any
       reimbursement can be made.
      MUST be authorised by appropriate personnel (e.g.
       Program/Centre/Site Manager, Head of Department) BEFORE the
       payment is made.
      MUST balance back to original petty cash float.
      MUST reconcile to ensure the petty cash reimbursement plus funds
       remaining in petty cash box balance.

Other Cheque Disbursements

The imprest account should only be used to process other payments by
cheque under exceptional circumstances, including the following:

      Emergency payments (where there is an immediate requirement
       resulting in a material effect on employees/officers/clients). These will
       need authoristion.
      Use of small/local suppliers for ad hoc services, where often, a cheque
       is required on delivery.
      Appropriate approval is granted prior to purchase, e.g. signed
       requisition, authorised e-mail.

There is to be NO income deposited into any imprest bank account. Where it
is necessary for income to be deposited locally, e.g. required by law or by
contract, approval must be obtained from Territorial Headquarters Finance
Department - Corporate Section to open a separate bank account for that


Crossroads Network Manual V1.1 - 2009                              Page 117 of 230
purpose. In most instances, the requirement to separately identify special
income deposits can be managed through the territorial finance system
(Financials).

Reimbursing the Imprest Account

The imprest account needs to be topped up prior to the bank balance running
out. When the bank account runs low, an Imprest Reimbursement Request
must be submitted to the appropriate administration office to be processed in
Financials, with all vouchers and documentation attached, allowing sufficient
time for processing and bank transfer.

The local bank account will be reimbursed directly via EFT when the Finance
Department - Finance Bureau processes the next payment run. A remittance
advice will follow to confirm the transfer of funds.

Note: Neither cash nor 'Please Pay Cash' cheques are to be mailed for
reimbursement of imprest bank accounts.

Issue

On the recommendation of the Finance Council on 11 November 2008 this
minute is issued on the instructions of the Territorial Commander.




Crossroads Network Manual V1.1 - 2009                            Page 118 of 230
                                                        Purchasing Policy
Document Type:       Policy
Author:              Raymond Finger
Application:         Minute Book
Code:                PUP 1207
Issue:               11th November 2008
Reviewed:

Purpose

It is the policy of The Salvation Army that, wherever possible, a purchase
order is raised for the purchase of goods or provision of services, and/or that
the supplier provides an invoice for payment. The payment is then made
directly to the supplier via accounts payable processing, preferably through
electronic funds transfer (EFT). This process maintains visibility of suppliers
and ensures that use of Salvation Army contracts and preferred suppliers can
be monitored for maximum benefit to the organisation. The use of sundry
creditors is only for one-off payments less than $2,000, where there is no
ongoing need, even on an annual basis, to use the vendor again.

Preferred Suppliers

It is the policy of The Salvation Army that, wherever possible, preferred
suppliers and where available The Salvation Army contracted suppliers are
used for purchasing goods or providing services. It is the responsibility of
management to ensure that the choice of suppliers serves the best interests
of the organisation, and that adequate investigation and research is
undertaken when dealing with a new supplier.

Refer to the Finance/Payroll Policies and Procedures Database for the list of
Salvation Army contracted suppliers.

An employee/officer should always check if there is a Salvation
Army contract or preferred supplier. Any IT purchases (i.e.
computers and associated equipment) outside of the levy system are
to be made in consideration with the Information Technology
Manager.


Purchase Orders

There are two types of purchase order that are used within The Salvation
Army:
Manual purchase orders - paper-based purchase orders that are completed
by an employee/officer, with the original sent to the supplier and the copy
retained by the issuing programme/centre/site.




Crossroads Network Manual V1.1 - 2009                             Page 119 of 230
System purchase orders - system generated purchase orders that are
completed by an employee/officer in the territorial finance system
(Financials). An original purchase order is printed from the system and sent to
the supplier, whilst the expenditure is recorded as a commitment against the
programme/centre/site within Financials.

The following policy applies to expenditure levels for purchasing of goods or
provision of services.

Under $250.00 total
Any purchase less than $250.00, if there is no arrangement in place by
Territory/State/Division/Region for supply (contracted or preferred supplier),
can be processed via petty cash, expense reimbursement, standard accounts
payable invoice payment, an electronic purchase order or a manual purchase
order, where there are no agreements in place.

Less than $500 total
Any purchase less than $500, if there is no arrangement in place by
Territory/State/Division/Region for supply (contracted or preferred supplier),
can be processed either via expense reimbursement, standard accounts
payable invoice payment, or via a manual purchase order or a system
purchase order, where there are no agreements in place. Where raised, the
original purchase order must be issued to the supplier prior to the purchase of
goods or service.

$500 or more, but less than $1,000
For purchases of $500 or more, but less than $1,000, if there is no
arrangement in place by Territory/State/Division/Region for supply
(contracted or preferred supplier), these purchases are to be processed either
as a manual purchase order or through a system purchase order. The original
purchase order must be issued to the supplier prior to the purchase of goods
or service. It is preferred that a quote be obtained from the supplier prior to
purchase, wherever possible. Exclusions to this include mobile phone
purchases, which are managed centrally through the Finance Department -
Commercial Section, and external training courses/seminars.

$1,000 or more
Any purchase of $1,000 or more are to be processed as a system purchase
requisition/order within Financials, with a purchase order generated and
forwarded to the supplier prior to the purchase of goods or provision of
services. Where an employee/officer does not have access to the system
purchase order functionality within Financials, a manual purchase order must
be raised instead. In the case of photocopiers/fax machines, these are
covered by an agreement, therefore contact is to be made with the Finance
Department - Commercial Section. No quotes are required in these cases.

The table below summarises the policy for purchase levels:



Crossroads Network Manual V1.1 - 2009                             Page 120 of 230
  Amounts        Petty Cash         Expense          Manual         System
                                 Reimbursement      Purchase       Purchase
                                                     Order           Order
Under                  X                X                X               X
$250.00
Less than                               X                X               X
$500
$500 or more                                             X               X
but less than
$1,000
$1,000 or                                                                X
more




Quotations

If there are no arrangements in place by Territory/State/Division/Region for
supply (contracted or preferred supplier), purchases of $1,000 or more but
less than $3,000 require at least two (2) written quotes. For purchases of
$3,000 or more, these require at least three (3) written quotes unless there is
a contract or preferred supplier agreement in place.

It is recognised that in some circumstances, it is not always possible to obtain
the required number of quotes, such as in remote areas with limited suppliers
of goods or services. Where it is not practical to obtain the required number
of quotes, the employee/officer must make a brief notation on the purchase
order to explain the circumstances, in order to provide a suitable audit trail.

Guidelines for quotes are available on the Finance Database as are the
"Standard Terms and Conditions of Purchase" for The Salvation Army.

For any purchase greater than $1,000, an estimate must be made so that it
can be entered into Financials. It is adviseable to obtain a quote/quotes prior
to any commitment.


Purchase Order Not Required

      Items that do not require a manual or system-generated Purchase
       Order to be raised include:
      Utilities e.g.gas, electricity, telephone, rates, water.
      Lease expenses.
      Contract payments/items.
      Direct debit arrangements.
      Fees/deposits.


Crossroads Network Manual V1.1 - 2009                              Page 121 of 230
      Travel/corporate credit card purchases (these still require approval
       such as a signed requisition).
      Cash payments including petty cash.
      Imprest account reimbursements.
      Salvation Army contracted suppliers.
      Emergencies (where there is an immediate requirement resulting in a
       material effect on employees/officers/clients) - these will need
       authorisation and based, on the policy, a confirmation purchase order
       may be raised after the fact.


Purchasing Processes/Procedures

The Salvation Army's purchasing processes and procedures are described in
the Finance/Payroll Policies and Procedures Lotus Notes database (Finance
Database).


On the recommendation of the Finance Council on 4 December 2007 this
minute is issued on the instructions of the Territorial Commander.




Crossroads Network Manual V1.1 - 2009                           Page 122 of 230
                                                    Policy Review Policy
                      th
DATE APPROVED:       6 February 2008
DATE FOR REVIEW:     10th February 2011


Policy Background
This policy relates to how Crossroads Youth and Family Services will review
the policies and the procedures in place and being utilised by the programs,
and across the network. This policy supports and guides the actions of
management and staff of Crossroads Youth and Family Services and is to be
used in conjunction with other relevant Salvation Army policies and
procedures.

Introduction
In order to monitor and improve the service delivered by Crossroads Youth
and Family Services it is necessary to regularly review policies and
procedures. Such an evaluation can inform service development in a dynamic
environment, which will mean the service, and the service delivery will remain
relevant.

Policy
Crossroads Youth and Family Services is committed to a regular and
scheduled review of all policies and procedures.

Definitions
Policy: A statement of principles and/or values that mandate or constrain the
performance of activities used in achieving organisational goals.

Procedures: A process or series of acts especially of a practical or
mechanical nature involved in a particular form of work. Procedures often set
out how a policy will be put into action.

Why
        To meet the changing needs of the consumers and stakeholders who
         access Crossroads Youth and Family Services
        To uphold the rights of consumers and stakeholders.
        To ensure consistency with the overarching regulatory frameworks,
         which underpin the provision of services by Crossroads Youth and
         Family Services
        To ensure that Crossroads Youth and Family Services remains a stable,
         robust, flexible and dynamic organisation to accommodate the
         changing environment of the community sector.
        Ensure a realistic consideration is given to resources in view of the
         changing demands of service provision
        To ensure the policies and procedures reflect the current information
         and are relevant to service provision




Crossroads Network Manual V1.1 - 2009                            Page 123 of 230
How
      Policies review will be the responsibility of the Team Leader/ Program
       Manager of the program where the policy was developed and where it
       has application.
      Network policy review will be the responsibility of the Program
       Managers Team in collaboration with program staff if appropriate.
      By planning a scheduled review process for all policies and procedures.
       The plan will include the policies and procedures to be reviewed and
       the timeframe for doing so.
      The Senior Managers, Team Leader/Program Managers will plan the
       policy review schedules in advance, to minimise problems associated
       with reviewing a number of policies all at once.

The Policy review schedule will be communicated to all staff involved in the
process to ensure a consideration of the time involved in the process.
Crossroads Youth and Family Services may have to conduct unscheduled
reviews of policies in circumstances where legislation is changed or
introduced, where information upon which the policy is based is significantly
changed, or if the policy is found to be seriously deficient.
All policies that are in draft should have this clearly stated in the policy to
avoid staff, consumers or stakeholders misunderstanding current practice.

Cultural Diversity and Special Circumstances
Crossroads Youth and Family Services will assist consumers and stakeholders
with special needs to participate in these processes by providing the
appropriate resources required to do so.
Barriers, which deter or prevent participation, will be identified and steps will
be taken to improve accessibility.

Scope
This Policy applies across all areas of Crossroads Youth and Family Services
Network

Authorisation
This policy was adopted by Crossroads Youth and Family Services Program
Management Team and endorsed by the General Manager.

Review
This policy is scheduled for review in February 2011

Version
 1

Related Policy and Links
HASS 1.1.6




Crossroads Network Manual V1.1 - 2009                               Page 124 of 230
                                 Mobile Phone Requisition Guidelines
Document Type:       Minute
Author:              Leslie Strong
Application:         Operations
Code:                MPR 0600
Issue:               14/07/2003
Reviewed:

Introduction

A mobile phone will only be issued to persons whose work/appointment
requires same. A mobile phone is issued for work purposes. If personal calls
are made, these will be a personal expense.

Requisition for Mobile Phone
When it is deemed that the work at hand requires the use of a mobile phone,
the following steps should be followed:
Seek approval from manager/head of department giving clear reasons why a
phone is required.
Complete the 'Mobile Phone Application' form, ensuring that every question is
answered in full.
The manager/head of department to forward completed application form to
the divisional commander/regional officer, (for territorial headquarters
personnel to relevant cabinet member), for divisional/regional board
endorsement or otherwise.
Upon approval by the divisional/regional board, the application will be
forwarded to the issuing department for processing and supply.

Mobile Phone Issuing Department

As from 14 July 2003, the territorial headquarters commercial dept, of the
finance dept (03) 98903133 is responsible for all matters relating to issuing,
reallocating and keeping records of Salvation Army purchased mobile phones.

Request for replacement or upgrade of mobile phone

The process for replacement will be the same as above. If a new phone is
issued, the old phone must be returned to divisional/regional headquarters or
territorial headquarters. If an upgrade is requested because the phone is
damaged a quote, where possible, for repairs should accompany the
application form.

Budget Provision

Please note it is important to state if the cost of the phone is in the budget
provision. Where no provision has been made in the budget the manager/




Crossroads Network Manual V1.1 - 2009                               Page 125 of 230
head of department must advise how the cost of the phone and phone calls
are to be funded.

Lost Mobile Phone

When a mobile phone is lost it is most important that the loss is reported to
the relevant authority immediately with a REQUEST THAT THE PHONE
NUMBER BE SUSPENDED. DO NOT CANCEL THE PHONE.

Cancellation of a phone requires the full fee for reconnecting whilst a
suspended number can be reconnected at little or no cost when the phone is
found or a new phone issued.

Transfer or Conclusion of Service

When a mobile phone user transfers to another department or changes tasks
or leaves Salvation Army employment the phone must be surrendered to the
manager/head of department who will notify the issuing department.




Crossroads Network Manual V1.1 - 2009                             Page 126 of 230
               Salvation Army Fleet & Privately Owned Vehicles
Document Type:       Minute
Author:              Major Raymond Finger
Application:         TSA HR Manual
Code:                AUF1108
Issue:               11th November 2008
Reviewed:

Aim

To provide officers/employees with TSA motor vehicles either as a benefit or
tool of trade that is commensurate with their job description and employment
contracts.

Area of Application

Applies to all TSA officers/employees who meet the requirements for TSA
motor vehicles as expressed in this minute.

Terminology, Definitions, Abbreviations

ATO                   Australian Taxation Office
Commercial            Four Wheel Drive, Utility, Van, Bus or Truck
Vehicle
DC                    Divisional Commander
FBT                   Fringe Benefits Tax
GST                   Goods and Service Tax
GMB                   General Management Board
Officer               Commissioned officers on active service, Envoys and
                      Candidate Helpers in full-time service on officer conditions
                      and in an appointment.
Tool of               Tool of Trade motor vehicles are commercial and non-
Trade                 commercial vehicles that are predominantly used for The
                      Salvation Army purposes.
SAAP                  Supported Accommodation and Assistance Programme.
Southern              All divisions/region, Aged Care, Salvos Stores,
Territory             Employment Plus
TSA                   The Salvation Army (Southern Territory)
TFC                   Territorial Finance Council

Responsibility




Crossroads Network Manual V1.1 - 2009                                Page 127 of 230
The management and maintenance of this minute is the responsibility of
Business Administration.

Scope

This policy applies to all motor vehicle aspects within the Southern Territory.

Guidelines

      Categories of TSA Motor Vehicles
      Changes of Appointment
      TSA Motor Vehicle Entitlements
      TSA supplied Motor Vehicle
      TSA Motor Vehicle Accessories
      TSA Motor Vehicle Lease
      Approved Use of personal cars for business purposes (not on
       allowance)
      TSA Motor Vehicle Drivers
      Private Use of TSA Motor vehicles
      Pool Motor Vehicles (if applicable)
      Privately Owned Motor Vehicles (on allowance)
      Provisions to move between fleet system and owned vehicle

Categories of TSA Motor Vehicles

TSA motor vehicles are defined as follows:

Vehicles provided to Officers (Category 1)

As a general rule one official vehicle will be issued to single officers or married
couples. However, where the need can be demonstrated with a strong
rationale, married officers may be provided with a second vehicle subject to
budget and confirmed availability of funding. Approval will require any
submission to be supported by the Divisional Commander/Cabinet Secretary
before being considered by the Territorial Finance Council or its delegate.
Where approval is not given for a second vehicle, other arrangements may be
considered that provide an economical solution to the appointment's needs.
Where the second vehicle is approved, a) it will be available for private use by
the officer, excluding annual leave and extended sick leave; and, b) the
approval does not include a personally owned vehicle.
Two single officers stationed at the same corps will each receive a vehicle. If
the corps is unable to meet the monthly payment for two vehicles, an
application for Territorial Headquarters subsidy for one vehicle can be
submitted through the Divisional Commander/Regional Officer and the
Secretary for Personnel to the Territorial Finance Council.

Vehicles provided to Employees (Category 2)



Crossroads Network Manual V1.1 - 2009                                Page 128 of 230
Employees who qualify for a benefit vehicle will be allocated a motor vehicle
from the TSA fleet in line with their job classification and/or operational
needs. This vehicle must be made available for reasonable operational use
during ordinary working hours, excluding periods of leave with pay. Refer to
Section Private Use of Motor Vehicles for details of conditions of use during
leave without pay.

Vehicles provided as Tool of Trade (Category 3)

Workplaces/positions may be allocated a fleet vehicle that is required for TSA
operational purposes such as on-call duty. These vehicles will not be available
for private use by the employees/officers, other than for reasons of security
where secure parking is not available at the workplace, or if the cost of
garaging the vehicle at or near the workplace exceeds the cost of an
employee taking the vehicle home. Private use of Category 3 vehicles must be
restricted to travel between home and the workplace, if approved by line
management.

A log book must be used for all travel and available for internal audit
purposes.

Funded Vehicles (Government/Other)

There are occasions when funding is provided for the purchase of a vehicle
for a particular centre or programme.
Government-funded vehicles (eg. S.A.A.P) become part of TSA fleet and are
managed under the fleet manager's direction. When extra funding is to be
forwarded to the fleet scheme. If replaced through the fleet scheme, the
centre/program will be responsible for any shortfall in the funding.

Donated or Corps Funded Vehicles

Where vehicles are donated to or funded by a division, corps or cost centre,
such vehicles will be managed under the existing fleet scheme. This
management will include comprehensive insurance, registration, maintenance,
tyres and a management fee. Notification and approval of these vehicles must
be applied for through the General Management Board approval process.

Changes of Appointment

As far as practicable, officers will take vehicles with them from appointment to
appointment. However, officers moving interstate may be required to
exchange vehicles. Where a specific type of vehicle is approved for a
particular appointment it must remain at that appointment.

TSA Motor Vehicle Provision

Categories of Motor Vehicles issued


Crossroads Network Manual V1.1 - 2009                              Page 129 of 230
    Type of Vehicle         Officer/Employee            Vehicle Category
Holden Commodore              General Use by                  1,2, 3
Omega (Sedan/Wagon)         Officers/Employees
Holden Astra or               General Use by                   1,2, 3
equivalent (Sedan/Hatch)    Officers/Employees
People Movers            Officers with more than 3              1, 3
                                  children
Vans, Trucks, Utilities, General Use as required                 3
Buses & Pool Vehicles


TSA Supplied Motor Vehicle

      The standard Motor Vehicle is a 6 cylinder automatic base model Sedan
       or Wagon in accordance with Business Purposes. (Applications for
       Wagons should include a sound rationale given the additional cost
       involved). Alternatively, a four cylinder automatic base model small
       Sedan or Wagon may be provided if it meets business requirements.

      Motor vehicles will be reviewed for replacement at a maximum of
       60,000 kilometres or three (3) years (non-commercial) and 100,000
       kilometres or five (5) years (commercial). The lease term will be
       determined by the kilometres travelled by the officer/employee on an
       annual basis. In some instances, the fleet manager may determine that
       a vehicle is to be retained beyond the above criteria. Vehicles may
       sometimes be re-allocated to meet leasing kilometre expectations.

      Commercial motor vehicles are to be replaced with like vehicles unless
       the job requirements have changed. Where the type of vehicle has
       changed, approval is required from the GMB.

TSA Motor Vehicle Accessories

      The following options, accessories and modifications are permitted on
       the base model. These must be fitted to manufacturer's specifications.
          o Automatic transmission
          o Air conditioning
          o Cruise control
          o Cargo barrier (wagons only)

      The appropriate Board must approve all non-standard options, accessories
       and modifications.



TSA Motor Vehicle Lease



Crossroads Network Manual V1.1 - 2009                             Page 130 of 230
All TSA supplied motor vehicles acquired will be financed via fully maintained
operating leases, unless otherwise approved by the GMB, and actual costs will
be charged to the appropriate cost centre.

Approved Use Of Personal Cars For Official Business (Not On
Allowance)

      Privately owned vehicles should not be used for TSA business, unless
       the Divisional Commander/Cabinet Secretary has given an approval.
      Where long trips for business purposes are necessary, use of fleet
       vehicles must always be considered in the first instance. If no fleet
       vehicle is available, consideration should be given to the option of
       using a hired car, if financially more viable than use of a privately
       owned vehicle.

      Where approval has been given for use of a privately owned vehicle, a
       reimbursement claim may be made as follows:

           o The Salvation Army rate will apply unless an applicable award or
             certified agreement provides for a higher rate.
           o 60 cents per km for the first 100km of any one return journey,
             irrespective of return date;
           o 30 cents per km thereafter for kilometres in excess of 100km of
             any one return journey, irrespective of return date.
           o A vehicle log book must be kept to substantiate such claims.
           o All claims are to be reimbursed through the payroll system, as
             amounts received must be included on the recipient's payment
             summary certificate (group certificate) as a taxable allowance.
           o Private vehicles being used for business-related purposes for
             TSA are not covered under the Motor Vehicle Insurance Policy of
             TSA.



      Any Officer/Employee who drives a motor vehicle must be currently
       licensed in accordance with the local/state/federal laws in which the
       vehicle is driven, and carry the licence documentation in accordance
       with statutory requirements.
      The use of TSA cars should be restricted to the following:

       (a) The officer/employee to whom the car is allocated
       (b) Other authorised officer/employees/volunteers of the TSA
       (c) The immediate spouse/partner or other immediate family members
       of the officer/employee to whom the car is allocated. All drivers must
       be currently and legally licensed to drive the vehicle. Use by family
       members and volunteers should be with care and not abused.



Crossroads Network Manual V1.1 - 2009                             Page 131 of 230
                             "Unauthorised" passengers are not permitted
                             e.g.hitchhikers.

      Officers who are provided with a TSA fleet vehicle or who opt to use a
       personal vehicle and are supplied with a Fuelcard, will have their
       weekly allowance reduced by $10.00 (married) or $6.00 (single), as a
       contribution to personal running.

Private Use of TSA Motor Vehicle

Officers/employees may use their assigned motor vehicle during non-working
hours including weekends, annual leave, public holidays, etc. and officers may
use their vehicle, with permission, whilst on extended or long service
furlough. (See application form - attachment 5). Unless otherwise approved,
the cost of fuel and oil used on leave/furlough is the responsibility of the
assigned driver. The Personnel/HR Department at Territorial Headquarters
must approve any vehicle usage whilst an officer/employee is on Extended
Leave Without Pay, which is greater than fourteen (14) calendar days.

Prior approval to travel interstate outside normal/extended/long
service/furlough/annual leave, must be given by the approving
officer/department head. (See application form - attachment 5).

Reimbursement of fuel used during annual/unpaid leave/furlough is to be
made at three (3) cents per litre off the pump price. Pump price will be listed
on the fuel docket. This reimbursement must be credited to Natural Account
Code '4259' MV Fuelcard Reimbursement.

Pool Motor Vehicles (If Applicable)

      Pool vehicles are loaned out to particular drivers and should not be
       transferred to any other user without the authorisation of the Line
       Manager. The designated Line Manager will be responsible for ensuring
       that all pool vehicles under their control are properly maintained in
       accordance with the manufacturers specifications.
      Line management should ensure that a log book is maintained for each
       Pool Vehicle and kept with the respective vehicles at all times.

Details should include:

      Driver's Name
      Time in
      Time out
      Odometer reading - in and out
      Fuel purchased
      Recommended repair/inspection




Crossroads Network Manual V1.1 - 2009                              Page 132 of 230
      Allocated drivers will be required to "sign in and out" in the site/vehicle
       log book.
      Each driver of a pool vehicle is responsible for its daily maintenance
       checks, fuelling, etc. and the reporting of repair requirements.
      Where it is expedient to do so, a pool motor vehicle may be driven
       home overnight with the approval of the Line Manager.

Privately Owned Motor Vehicles (On Allowance)

Officers/Employees who have an entitlement to a Category 1 or 2 vehicle may
have the option of using a personal vehicle and receiving a Motor Vehicle
Taxable Allowance as indicated below. Approval by Divisional
Commander/Regional Officer/Head of Department is required. This will not be
given where management deems that a personal vehicle would be required to
meet significant operational needs. Operation of a personally-owned vehicle
on strength will be approved:

      on the understanding that ownership of a vehicle would not hinder an
       officer's availability for service within our outside of the territory;
      and that the vehicle would be maintained in good running order so as
       not to restrict or limit the capabilities of an officer in performing duties;
       and
      subject to all on-strength vehicles being covered for comprehensive
       insurance.

When the above Taxable Allowance is provided, officers/employees are not
entitled to claim any other form of motor vehicle allowance that may
otherwise be available to them.
The cost of registration, third party insurance, comprehensive insurance,
servicing and repairs of a privately-owned vehicle is a personal responsibility.

Motor Vehicle Taxable Allowance per annum
Officers' Allowance (FBT Exempt), per annum $ 7,980
Employee Allowances per annum. $13,500
The above Taxable Allowance excludes fuel costs. A fuel card will be provided
for officers/employees who receive the allowance with costs charged to the
relevant cost centre.
All Motor Vehicle Allowances are fully taxable as per Australian Tax Office
guidelines.


Provisions for movement between Fleet System and Privately
Owned Vehicles

Moving from Fleet System to a Privately Owned Vehicle
Once an officer/employee has received a leased vehicle from the TSA fleet,
this vehicle must be kept to the end of the current lease period, unless
satisfactory arrangements can be made to reassign the fleet vehicle.


Crossroads Network Manual V1.1 - 2009                                 Page 133 of 230
Officers/employees are required to give their Divisional Commander/Regional
Officer or Head of Department at least six weeks notice, prior to the end of
the current lease period, of their intention to change from the fleet scheme to
a privately owned vehicle.
External financial advice, which will be at personal cost, is recommended prior
to considering this option.
Moving from Privately Owned Vehicle to Fleet System
Officers/employees are required to give at least twelve weeks notice to their
Divisional Commander/Regional Officer/Head of Department of their intention
to change from private ownership to the fleet scheme and are required to
remain with that option for the lease period.
Officers/employee can move back to a privately-owned vehicle under the
provisions of section „Privately Owned Motor Vehicles (On Allowance)‟.

Conditions for Use

List of Contents:
     Safe Driving
     TSA Motor Vehicle Registration
     Maintenance of TSA Motor Vehicle
     Parking
     Traffic Infringements and Parking Fines
     Odometer Readings
     FBT (Employees only)
     Motor Vehicle and Personal Insurance, Theft and Accidents
     Towing
     Fuel Card
     Roadside Assistance
     Hire and Rental Vehicles
     Driver Declaration
     E-Tag


Safe Driving

      The TSA places personal safety first. All TSA drivers are asked to adopt
       a patient and defensive driving attitude.
      Officers/employees are reminded that the loss of driving licence may
       result in loss of vehicle entitlements in certain situations, on
       recommendation of the Secretary of Personnel.
      Driver Awareness Training is available on request from the Risk
       Management Department at the cost centre's expense.

TSA Motor Vehicle Registration


Officers/employees must ensure that the vehicle registration is current. It is
the responsibility of the officer/employee to ensure that the details are



Crossroads Network Manual V1.1 - 2009                              Page 134 of 230
correct. In the event of the vehicle registration expiring, the motor vehicle
shall not be driven under any circumstances.

Maintenance of TSA Motor Vehicle

      It is the officer's/employee's responsibility to ensure that TSA supplied
       motor vehicles be washed and cleaned regularly at the
       officer's/employee's cost.
      A check of oil, water, brakes, indicator lights and tyre pressure should
       be maintained on a regular basis, together with the required
       maintenance program contained in the manufacturer's service manual
       and by the specific fleet management TSA authorised service
       agreements.
      The service agreement does not cover damage such as broken aerials,
       mirrors, lights, windows etc., as costs of this nature will be charged
       back to the relevant cost centre.

Parking

Parked vehicles should be locked at all times and preferably garaged or
parked off the road overnight.

Traffic Infringements and Parking Fines

Officers/employees are responsible for the payment of ALL motor traffic
infringement and parking fines that they may incur whilst driving a TSA motor
vehicle. Processing of traffic infringements involves TSA in considerable
administrative expense. Drivers should therefore drive and park responsibly at
all times.

Odometer Readings

All officers/employees must comply with the following:

       (a) Under normal use, the motor vehicle must be completely filled at
       each re-fuelling.
       (b) Accurate kilometre readings must be submitted at the time of re-
       fuelling
       (c) All TSA vehicles (with the exception of Category 1 vehicles) must be
       refuelled on the last evening of the Fringe Benefits Tax year (i.e. 31
       March).

       Pool vehicle log books must be maintained at all times.

FBT (Employees Only)
The reporting on payments summary of the grossed-up value of motor
vehicles is required in respect of those employees who benefit from the
availability of a TSA vehicle for private use. If the reporting of such a benefit


Crossroads Network Manual V1.1 - 2009                                Page 135 of 230
results in a loss of government-paid benefits to the employee, TSA will not
make any compensation for this loss. TSA has no control over the effect of
changes to taxation legislation.
TSA will accept its liability as the employer for the payment of any fringe
benefits taxation that may arise from the authorised private use of a fleet
vehicle by an employee.

Motor Vehicle and Personal Insurance, Theft and Accidents

      All fleet vehicles listed by TSA Fleet Department are covered by a
       comprehensive insurance policy.
      All accidents must be reported to the insurance company within 24
       hours of the incident and, where necessary, to the police as they may
       be required to attend. Instructions on claim forms and repair
       requirements will be provided by the insurer's local representative, who
       will submit the claim form and arrange the repair of the vehicle.
      Under no circumstances should a driver accept or admit any liability, or
       offer to make payment of, or contribute towards, the personal
       compensation or the cost of vehicle repairs of any other person
       involved, as this is a matter for the TSA insurer to deal with.
      The driver must ensure that appropriate details are obtained to
       complete a claim form such as driver's name, address, insurance
       company, accident location, time of accident and circumstances.
      An excess charge of $500 is payable for each insurance claim by the
       appointment/program, unless the approved driver is deemed to be at
       fault by the insurance company. If the driver is deemed to be at fault,
       the driver is responsible for paying the excess. If the driver is an
       officer's/employee's spouse or child who is deemed to be at fault, then
       the excess will be the officer's/employee's responsibility. If the cost of
       repairs to the vehicle is recovered from a third party, the $500 will be
       refunded to the appointment/program or individual.

Driver at Fault Claims/Personal Cost
       Drivers will be expected to personally pay an excess for accidents to
         their assigned vehicle where the Insurance Company deems an at
         fault to their assigned vehicle in the following manner:

              o 1st Claim - $0 Excess
              o 2nd Claim - $500 Excess (Attendance required at Driver
                Awareness Course)
              o 3rd Claim - $500 Excess (Formal notification on personnel
                record)

          Drivers under 22 years of age, not being an officer/employee, will
           attract an age excess at double the above rates, ie. a driver 18
           years of age making his or her second claim; $500 x 2 = $1,000.




Crossroads Network Manual V1.1 - 2009                              Page 136 of 230
          Subsequent claims will be recorded within a rolling three-year
           period and if further accidents occur for which the TSA driver is at
           fault, this may result in a stand-down of driving duties or, in the
           case of a "packaged vehicle", removal of the vehicle after the
           provision of one months notice.

          Previous claims will not be taken into account beyond a three-year
           period free of accidents. A driver, not being an officer/employee,
           may be excluded from driving vehicles that are leased, owned or
           one hire to TSA after they have had two (2) or more claims over a
           rolling three-year period. The total cost of any further claims, which
           occur while a driver is excluded from driving vehicles that are
           leased, owned or on hire to TSA, will be the responsibility of the
           driver.

           No Claims Bonus

          Beginning from 1 July 2001, drivers who build up a three-year
           accident-free record will have their next personal excess waived.
               o No vehicle should be left unlocked and/or left with valuables
                   such as keys, mobile phones, computers, credit cards or fuel
                   cards in the vehicle when unattended.
               o Business equipment or personal items are not covered under
                   the Motor Vehicle Insurance Policy, unless the equipment is
                   a fixture of the vehicle. If business equipment or personal
                   items are stolen from a vehicle, this must be reported to the
                   Insurance Officer at Territorial Headquarters. These items
                   may be covered under another insurance policy.
               o Minor bumps and scratches must be reported to the line
                   manager as they occur, as a build-up of this damage over
                   the life of the vehicle can seriously affect the trade-in value.
               o If a driver is involved in an accident while driving under the
                   influence of alcohol or drugs (as evidenced by conviction
                   under traffic laws), the TSA's insurer reserves the right to
                   recover all accident costs from the driver. In such
                   circumstances, the insurance company holds the
                   officer/employee personally liable for all costs and/or
                   damage caused.
          Where a Category 1 or 2 vehicle is removed from the
           officer/employee due to subsequent claims or bad driving, an
           officer/employee will be provided with a Motor Vehicle Taxable
           Allowance as set out in paragraph 6.11.

Towing

      Approval to supply and/or fit a tow-bar where the officer/employee
       appointment requires a tow-bar equipped vehicle must be sought from
       the relevant Divisional Commander/Regional Officer/Cabinet Secretary.


Crossroads Network Manual V1.1 - 2009                                Page 137 of 230
      Officers/employees who do not require a tow-bar as part of their
       appointment may apply for permission from Divisional/Regional
       Headquarters/Head of Department/Manager to fit a tow-bar to a TSA
       vehicle.

      In all cases above, the vehicle manufacturer's specifications must be
       strictly adhered to. If damage arises to the TSA vehicle or the property
       of a third party, due to specifications not being met by the
       officer/employee, the officer/employee will be held personally
       responsible for the cost of repairs required to the TSA vehicle and third
       party property.

      Damage to a personally-owned trailer, boat, caravan etc., is not
       covered under the TSA Motor Vehicle Insurance Policy under any
       circumstances and insurance of the same is the responsibility of the
       officer/employee.

      The Road Laws of the state in which the trailer, boat, caravan etc.,
       being towed must be adhered to at all times. This clause includes, but
       is not restricted to, those laws that relate to weight and size
       restrictions.

Fuel Card

Fuel cards will be available for all TSA vehicles for fuel and oil only, and must
be used for ALL fuel purchases including Annual Leave/Furlough/Approved
Unpaid Leave.


Roadside Assistance

Roadside assistance is provided by the Lease provider who will arrange
assistance as required at cost and charged back to the cost centre.


Hire and Rental Vehicles

When ordering hire or rental vehicles, the officer/employee must ensure that
the daily insurance cover (standard excess) is included in the hire/rental fee.


Driver Declaration

All officers/employees who use a fleet vehicle must sign a Declaration Form
(Word document attach.3). For officers the original form is to be kept on file
in the Territorial Headquarters Personnel Department. For employees, the
original form is to be kept on their personnel file.


Crossroads Network Manual V1.1 - 2009                               Page 138 of 230
E-Tags

If an official E-Tag, approved by the Divisional Commander/Regional
Officer/Head of Department is not supplied, it is the responsibility of
officers/employees to purchase an E-Tag (if required) at their own cost and to
seek reimbursement from TSA for business use only, on presentation of a
Summary Statement - Tax Invoice from Citylink.

Acquisition, Transfer and Disposal

TSA Supplied Motor Vehicle Acquisition

The 'Motor Vehicle Requisition Form', Word (Attachment 1), must be
completed and approved by the relevant person designated on the form, prior
to any order being placed.

Transfer of TSA Motor Vehicles

It is the responsibility of each driver (or line manager in the case of a pool
vehicle) to initiate a 'Motor Vehicle Transfer Form', (Attachment 3), when they
no longer use the current vehicle.

The relevant authority must approve the transfer form prior to the transfer taking
place, with a copy of the form being sent to the Fleet Manager.


Disposal of TSA Supplied Motor Vehicles

TSA Owned Vehicles

The disposal of TSA owned motor vehicles (e.g by sale, trade-in, insurance
write-off, etc.) is the responsibility of the Fleet Manager. A 'Motor Vehicle
Disposal Form' should be completed. (Attachment 4).

Leased Vehicles
The conditions of the lease must be complied with at all times and the vehicle
returned on the return date. Three months prior to the end of the lease, the
Fleet Manager will contact the nominated primary contact of the
Division/Program/THQ to confirm the lease end date.

One month prior to the end of the lease, the Lease Provider may carry out a
pre-return inspection outlining any repair work, which is not normal wear and
tear and the Division/Region/Program/Territorial Headquarters will have the
option of repair prior to lease expiry date at their cost or charged at a later
date to the respective cost centre.




Crossroads Network Manual V1.1 - 2009                               Page 139 of 230
                                        Mobile Internet Devices Policy
                      nd
DATE APPROVED:       2 July 2008
DATE FOR REVIEW:     1st July 2011


Policy Background
This policy relates to how Crossroads Youth and Family Services will utilise the
Next 3 Mobile Internet devices . This policy supports and guides the actions of
management and staff of Crossroads Youth and Family Services and is to be
used in conjunction with other relevant Salvation Army policies and
procedures.

Introduction
In order to provide an improved delivery of service to Crossroads Youth and
Family Services clients, staff now have access to mobile internet devices.
These devices remain the property of Crossroads Youth and Family Services
and must be used for work related purposes only.

Policy
Crossroads Youth and Family Services is committed to

Why
        To meet the changing needs of the consumers and stakeholders who
         access Crossroads Youth and Family Services
        To uphold the rights of consumers and stakeholders.
        To ensure consistency with the overarching regulatory frameworks,
         which underpin the provision of services by Crossroads Youth and
         Family Services
        To ensure that Crossroads Youth and Family Services remains a stable,
         robust, flexible and dynamic organisation to accommodate the
         changing environment of the community sector.
        Ensure a realistic consideration is given to resources in view of the
         changing demands of service provision
        To ensure the policies and procedures reflect the current information
         and are relevant to service provision

How
        Policies review will be the responsibility of the Team Leader/ Program
         Manager of the program where the policy was developed and where it
         has application.
        Network policy review will be the responsibility of the Program
         Managers Team in collaboration with program staff if appropriate.
        By planning a scheduled review process for all policies and procedures.
         The plan will include the policies and procedures to be reviewed and
         the timeframe for doing so.
        The Senior Managers, Team Leader/Program Managers will plan the
         policy review schedules in advance, to minimise problems associated
         with reviewing a number of policies all at once.


Crossroads Network Manual V1.1 - 2009                              Page 140 of 230
      The Policy review schedule will be communicated to all staff involved in
       the process to ensure a consideration of the time involved in the
       process.
      Crossroads Youth and Family Services may have to conduct
       unscheduled reviews of policies in circumstances where legislation is
       changed or introduced, where information upon which the policy is
       based is significantly changed, or if the policy is found to be seriously
       deficient.
      All policies that are in draft should have this clearly stated in the policy
       to avoid staff, consumers or stakeholders misunderstanding current
       practice.

Cultural Diversity and Special Circumstances
Crossroads Youth and Family Services will assist consumers and stakeholders
with special needs to participate in these processes by providing the
appropriate resources required to do so.
Barriers, which deter or prevent participation, will be identified and steps will
be taken to improve accessibility.

Scope
This Policy applies across all areas of Crossroads Youth and Family Services
Network

Authorisation
This policy was adopted by Crossroads Youth and Family Services Program
Management Team and endorsed by the General Manager.

Related Policy and Links
HASS 1.1.6




Crossroads Network Manual V1.1 - 2009                                Page 141 of 230
                                                 Media Comment Policy
                      th
DATE APPROVED:       5 March 2008
DATE FOR REVIEW:     4th March 2011

Policy
It is policy of The Salvation Army that media comments can only be made by
authorised personnel.

Procedure
Any requests for comment in the media related to Crossroads Youth and
Family Services programs or the work of the Salvation Army more generally,
should be directed to a Senior Manager or the General Manager. Under no
circumstances should staff or clients make comments on behalf of Crossroads
Y&FS or The Salvation Army unless specifically authorized.

Who
This policy applies to all staff or people involved in the operation of programs
within the network of Crossroads Youth and Family Services.

Scope
This Policy applies across all areas of Crossroads Youth and Family Services

Authorisation
This policy was adopted by Crossroads Youth and Family Services Program
Management Team and endorsed by the General Manager.

Review
This policy is scheduled for review in June 2011

Version
1.00

Related Policy and Links
TSA Southern Territory – Official Minute MRE 0891 “ Media Relationships”




Crossroads Network Manual V1.1 - 2009                              Page 142 of 230
Risk Management

                           Occupational Health & Safety Guidelines
DATE APPROVED:       1st October 2008
DATE FOR REVIEW:     30th September 2011


Introduction
Crossroads is committed to creating and maintaining an environment where
management and staff work co-operatively to ensure that a safe and healthy
workplace is provided for all employees, clients, contractors, visitors and third
parties.

Crossroads have a proactive stance that is aimed at prevention of workplace
injury and ill health and as such all team leaders, program managers, and
senior management have an open door policy in regards to Occupational
Health & Safety matters.


Considerations
There are three main considerations to ensure an effective OH&S system that
are:
       Current management practices
       Current team and management meeting schedules
       Current documentation and recording practices

Guidelines
      Programs are to meet at least monthly with OH&S as a standing
       agenda item. Minutes are to be kept for all meetings.
      Program Managers are to report back to Senior Management to raise
       any current or outstanding issues.
      Program Managers to raise relevant OH&S issues at Program
       Management Team (PMT) meetings.
      OH&S issues to be reviewed quarterly by Senior Management.

Framework
The following framework should be employed to ensure that appropriate
documentation is completed. This relates to both PMT and Program staff
meetings.

Agenda Item: OH&S Challenges & Achievements

      Incidents for the period
           o Actions taken
           o OH&S Learning

      Safety Initiatives commenced in the period

Crossroads Network Manual V1.1 - 2009                               Page 143 of 230
           o Background
           o Action taken
           o Results

      Roadblocks to safety encountered in the period
           o Background
           o Action Taken
           o Results
           o Resources from this meeting required to resolve the matter

Service Principles
Crossroads will ensure the management of the OH&S Policy by continuing to
adapt work practices and effective and appropriate use of resources which
prevent workplace injury or illness and promote the protection of the health,
safety and well being of employees, clients, contractors, visitors and third
parties.

Scope
This policy applies to all full-time, part-time and casual employees across all
Crossroads Youth & Family Services programs.

Responsibility
All Senior Managers, Program Managers and Team Leaders are responsible
for ensuring that staff meetings meet the OH&S guidelines and are
documented on a monthly basis.

Senior Managers are responsible for ensuring that programs are providing
sufficient feedback from program meetings and for ensuring that this
information has been actioned and reviewed.


Related Forms, Standards, Policies & Procedures
Crossroads Meeting Minutes – Template V1.0
OH&S Register




Crossroads Network Manual V1.1 - 2009                              Page 144 of 230
                           OH&S Flowchart
                                   Issue Identified




                      Team Leader or Program Manager Informed




                  Urgent                                  Not Urgent




          Snr Manager Informed                           Issue Logged




                                    Action Taken




                      Issue & Outcome Logged in OH&S Register




                        OH&S Register Review Quarterly at PMT




                 Any new learning implemented across other programs




Crossroads Network Manual V1.1 - 2009                                   Page 145 of 230
                                                   Outreach Safety Policy
Purpose
The purpose of this policy is to ensure that Crossroads maintains flexible and
responsive service delivery while protecting the client‟s right to personal
privacy. At the same time it is concerned with balancing duty of care to the
client with the health and safety of its case workers in working away from the
office, often as lone workers.

Outreach is not limited to working with clients in their principle place of
residence and can include various environ

Scope
This policy applies to all full-time, part-time and casual staff of Crossroads.

Definition
Outreach: refers to any client related work undertaken away from the
program premises.

Service Principle
Crossroads is committed to flexible service delivery that maximises clients‟
access to services and provides the most appropriate ways of supporting
clients.

Policy Statements
Promoting an Outreach Model of Service Delivery
Crossroads promotes an outreach model of service delivery that:
    supports client focussed and rights-based approach to casework;
    enhances a flexible, responsive and respectful approach to clients;
    negotiates with clients to determine the most appropriate time and
      place to meet;
    assists clients to receive the support they need in accessing other
      services and in addressing their needs;
    acknowledges that meeting clients in their homes or familiar
      environments is generally less disruptive and intimidating;
    allows clients to get on with the rest of their lives, with less time
      required to travel to meetings with their case workers; and
    assists in identification of needs and early intervention strategies
      through meeting clients in their home environment.




Crossroads Network Manual V1.1 - 2009                               Page 146 of 230
Respecting Clients Rights to Privacy in the Home

In respecting clients‟ rights to privacy in the home, case aim to:
only visit a client‟s home at the invitation of the client concerned where a
mutually agreeable time has been negotiated prior to the visit. Note the
following exceptions:
that there has been a loss of contact with the client; or
that there is a concern about the health and well-being of the client or family
member.
negotiate with the client and seek the client‟s approval to organise for another
professional to be present at any meetings
be aware of cultural requirements
leave immediately if requested by the client.

Resourcing Outreach

All caseworkers working in an outreach capacity must have access to the
necessary resources to enable them to work effectively and safely. The types
of resources required may vary from program to program, however the
following resources are considered fundamental across all program areas:
     mobile phone
     Crossroads identification cards
     access to Crossroads Network vehicle pool
     written information and practice guidelines
     access to supervision, support and debriefing
     access to professional development


Program areas will budget for these required resources to ensure these
resources are available to all outreach staff.

Crossroads has systems in place to support the acquisition and maintenance
all resources used in outreach work.

Crossroads employees are responsible for, and have an obligation to protect
and maintain any assets used whilst performing outreach.

Health and Safety

      In line with the Occupational Health and Safety Act 2004 (Victoria) and the
       organisation‟s health and safety policies, Crossroads will ensure a safe work
       environment for all staff working away from the office. This would involve
       consulting with staff, developing guidelines and providing any necessary
       training.
      All staff must take care not to endanger themselves or others as they
       go about their work. Prior to any home visit or outreach appointment
       staff are required to:
            o conduct risk assessments


Crossroads Network Manual V1.1 - 2009                                 Page 147 of 230
           o consult with their on-line supervisors prior to a home visit or
               outreach appointment if they believe there is a danger to their
               health and safety.
      All staff should leave immediately if a situation appears to be unsafe.

Written Guidelines

Each program area must develop processes and guidelines that balance duty of
care to clients with workers‟ safety. Such guidelines should contain (but not be
restricted to):
     procedures for keeping on touch with the office
     process for monitoring a worker‟s whereabouts throughout the period
        they are working away from the office
     procedures for responding to emergency situations
     process and tools for undertaking risk assessments
     process for supervision and debriefing
     process for reporting unsafe and critical incidents
     precautionary strategies for ensuring safety


Training

Each program area should also consult with its staff and provide the
necessary training to assist them to remain safe whilst going about their
work. Such training may include:
    procedure for keeping in touch with the office;
    strategies to ensure safety ;
    identifying and managing risk; and
    diffusing and managing difficult or aggressive behaviour.


Risk Assessments

      Risk assessments should identify:
            o any risks to the client
            o any risks to the worker
            o strategies to mitigate these risks
      The risk assessment would be more thorough prior to a first outreach
       visit/meeting with a client.
      It is recognised that risk assessments vary in depth and content
       according to the circumstances of each case including:
            o the history of working with the client
            o client‟s circumstances
            o the venue
            o persons who will be present
            o family history of violence, substance abuse or psychiatric illness




Crossroads Network Manual V1.1 - 2009                              Page 148 of 230
Responsibilities

Senior Management and Program Managers
Senior management and Program Managers must ensure that staff have the
appropriate level of skill and support to undertake outreach work including:
    recruiting staff with the relevant qualifications, experience and skills to
       work autonomously and to address the needs of specific client groups
    providing access to ongoing professional development
    providing appropriate levels of support and supervision
    providing necessary resources to undertake effective and safe outreach
       work including a mobile phone and work vehicle;
    ensuring there are clear lines of communication and guidelines for safe
       and effective outreach work.
    any reportable incidents are reported in line with WorkSafe
       requirements and Department of Human Services Incident Reporting
       System.

In addition, senior management and Program Managers must ensure
everyone working in an outreach capacity is consulted on health and safety
matters that arise from working within an outreach model. This can be done
through direct consultation with the Senior Manager/Program Manager or
through program meetings.

Senior management and Program Managers must also ensure that:
    outreach staff know and understand their health and safety
       responsibilities
    health and safety implications are considered in case support decisions
    the organisation‟s systems for improving health and safety for outreach
       work are regularly monitored and reviewed.

Team Leaders
Team Leaders are responsible for ensuring staff working away from the
office:
     receive appropriate levels of supervision, support and debriefing
     are assisted where necessary in conducting risk assessments and
        developing safety plans
     comply with program guidelines for outreach work and for protecting
        the safety of staff and clients.

Case Workers
   Case workers have a duty of care to organise outreach visits in ways
     that respect the privacy and cultural values of the client.
   Case workers also have a duty of care to themselves and must comply
     with any program-specific outreach and health and safety guidelines to
     protect their safety and the safety of their clients. This includes
     ensuring they are carrying a fully-charged work mobile telephone,
     using a work vehicle and keeping in touch with the office.
   Carry their Crossroads identification with them.


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Monitoring and Evaluating this Network Outreach Policy
This policy should be reviewed by the Senior Management Team immediately
after an unsafe incident has been reported. Recommendations for any
changes are to be provided to the Program Management Team.

This policy will be reviewed in accordance with the „Policy Review Policy‟

Related Standards, Policies and Procedures
Crossroads Supported Referrals Policy
Crossroads Network Client Policy
Crossroads Network Casework Policy
Crossroads Health and Safety Policy And Procedures
Homelessness Assistance Service Standard 3.3 Responsive support




Crossroads Network Manual V1.1 - 2009                             Page 150 of 230
                            Business Continuity Management Policy
Document Type:       Policy
Author:              Peter May
Application:         TSA RM Manual
Code:
Issue:               05/12/2006
Reviewed:

Purpose

The purpose is to clearly state The Salvation Army (TSA) Australia Southern
Territory s commitment, responsibilities and accountabilities relevant to the
management of risk across the Territory.

Scope

This policy applies to all personnel (including Territorial and Divisional
Leadership, Officers, Employees, Volunteers, Visitors and Contractors) in all
Divisions, Business Units, centres and Corps across the Territory. Business
Continuity Management includes the following business functions, but is not
limited to:
Strategic, operational and business planning
Asset management and resource planning
Business interruption and continuity
Change organisational, technological and political
Design and product liability
Public policy development
Environmental issues
Ethics, fraud, security and probity issues
Resource allocation
Public risk and general liability
Feasibility studies
Compliance
Occupational Health and Safety
Operations and maintenance systems
Project management
Purchasing and contract management
General insurance
Workers compensation, claims management, injury management.

Objectives
The Business Continuity Management system will assist TSA to achieve:
A more confident and rigorous basis for decision-making and planning
Better identification of opportunities and threats
Pro-active rather than re-active management of risks
More effective allocation and use of resources
Improved incident management and reduction in loss and the cost of risk
including insurance premiums

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Improved stakeholder confidence and trust (e.g. our insurers)
Improved compliance with relevant legislation
Better corporate governance

Statement of Policy

TSA will have a structured and planned approach to Business Continuity
Management in order to ensure our stated objectives can be achieved. This
manual reflects TSA Australia Southern Territory s Business Continuity
Management System and is based on the Australian and New Zealand
standard for Risk Management- AS/NZS 4360 2004 and Handbook on
Business Continuity Management HB 221:2004. To achieve and maintain a
robust and effective Business Continuity Management environment, we will:
Incorporate Business Continuity Management considerations in our planning
processes, thereby ensuring integration into operational practices and
procedures.
Develop a structured Business Continuity Management environment that is
regularly reviewed to ensure its relevance to our operations.
Encourage our people to evaluate our operating environment, and identify
key risks and threats to TSA and its operations.
Integrate Business Continuity Management principles, practices, procedures
and controls across our operations.
Encourage and equip our employees to identify opportunities that minimise
risks and threats.
Promote ownership and accountability, and encourage employees to report
matters requiring risk treatment.

Definitions

For the purpose of this procedure the following definitions apply.

Business Functions include:
    Strategic, operational and business planning
    Asset management and resource planning
    Business interruption and continuity
    Change organizational, technological and political
    Design and product liability
    Public policy development
    Environmental issues
    Ethics, fraud, security and probity issues
    Resource allocation
    Public risk and general liability
    Feasibility studies
    Compliance
    Occupational Health and Safety
    Human Resources
    Operations and maintenance systems
    Project management


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      Purchasing and contract management
      General insurance
      Workers compensation, claims management, injury management.
      Finance
      Property
      Information Technology
      Payroll
      Public Relations

Consequence - outcome or impact of an event

Control - an existing process, policy, device, practice or other action that
acts to minimise negative risk or enhance positive opportunities

Control assessment - systematic review of processes to ensure that
controls are still effective and appropriate

Event - occurrence of a particular set of circumstances

Frequency - a measure of the number of occurrences per unit of time

Hazard - a source of potential harm

Likelihood - a general description of probability or frequency

Loss - any negative consequence or adverse effect, financial or otherwise

Manager - any manager, supervisor, team or section leader, executive,
departmental head, divisional commander, corps officer or any other
personnel responsible for employees or volunteers.

Organisation - group of people and facilities with an arrangement of
responsibilities, authorities and relationships

Probability - a measure of the chance of occurrence expressed as a number
on a scale

Residual risk - risk remaining after implementation of risk treatment

Risk - the chance of something happening that will have an impact on
objectives

Risk analysis - systematic process to understand the nature of and to
deduce the level of risk
Risk assessment - the overall process of risk identification, risk analysis and
risk evaluation



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Risk avoidance - a decision not to become involved in, or to withdraw from
a risk situation

Risk criteria - terms of reference by which the significance of risk is
assessed

Risk evaluation - process of comparing the level of risk against risk criteria

Risk identification - the process of determining what, where, when, why
and how an incident or hazard could happen

Risk management - the culture, processes and structures that are directed
towards realizing potential opportunities whilst managing adverse effects

Risk management process - the systematic application of management
policies, procedures and practices to the tasks of communicating, establishing
the context, identifying, analysing, evaluating, treating, monitoring and
reviewing risk

Risk management framework - set of elements of an organisation s
management systems concerned with managing risk

Risk reduction - actions taken to lessen the likelihood, negative
consequences, or both, associated with a risk

Risk retention - acceptance of the burden of loss, or benefit of gain, from a
particular risk

Risk sharing - sharing with another party the burden of loss, or benefit of
gain from a particular risk e.g. through purchase of insurance

Risk treatment - process of selection and implementation of measures to
modify risk

Stakeholders - those people and organisations who may affect, be affected
by, or perceive themselves to be affected by a decision, activity or risk.

Responsibilities Required by the Policy

All Managers, which includes Supervisors, Team Leaders and the like, shall be
responsible for adopting the following Business Continuity Management
System through to the production and maintenance of a Business Continuity
Management Plan for their area of responsibility. Employees have a
responsibility to protect our assets, operations and information. Managers,
Supervisors and team leaders have a particular responsibility to ensure that
appropriate Business Continuity Management arrangements exist in their
areas, and to develop a positive Risk Management culture that encourages


Crossroads Network Manual V1.1 - 2009                              Page 154 of 230
the reporting of both threats to our operations and incidents, which may pose
a risk for The Salvation Army.

Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
changed organisational requirements. The next scheduled review is April
2008.

Related Minutes

RSP 0203 Risk Management

Legislation

Victorian OHS Act 2004

AS/NZS 4360; 2004 Risk Management

HB 436:2004 Risk Management Guidelines (handbook)

HB 221:2004 Business Continuity Management Handbook

Related Processes, Procedures, Forms & Tools

OHS-03 Hazard Management Procedure

OHS-09 Hazard Management Procedure




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                          Business Continuity Model (Background)
Document Type:       Minute
Author:
Application:         TSA HR Manual
Code:
Issue:               05/12/2006
Reviewed:

Business Continuity Background

Business Continuity Management is the process of ensuring that in the event
of an emergency, disaster, dangerous occurrence or other critical incident,
our business can continue to operate to a minimum standard acceptable to
The Salvation Army. The process of organisational risk management therefore
embodies the principles of Business Continuity Management. It is an integral
component of the overall risk management function. The purpose of the risk
treatment plan we implement is to ensure our business functions can continue
with the least possible amount of disruption, or in any case a level of
disruption or inactivity we are prepared to accept.

The Business Continuity Management Process Record is a tool, which may be
utilised to identify considerations in the process and to identify possible
impacts on the organisational activities and possible remedies. The 3 key
phases of Business Continuity Management are Crisis Management, Business
Continuity and Business Recovery. The plan below outlines activities required
in order to plan for Business Continuity Management. The following
information is based on the Australian Standards Handbook HB 221:2004
which is a companion publication to the Australian / New Zealand Standard
for Risk Management, AS/NZS 4360:2004 and the Risk Management
Handbook HB 436:2004.

Business Continuity Management ensures the provision of processes and
resources in order to facilitate the continued achievement of our critical
objectives by:
Understanding what our organisation must achieve our critical objectives
Identifying the barriers or interruptions to our achievement of these
objectives
Testing and measuring the probable outcome of existing controls and other
mitigating strategies, thereby identifying and quantifying any residual risk
Determining how we will continue to achieve these objectives should
interruptions occur
Involving people at all levels of our organisation in the process of considering
how they will manage such disruptions should they occur within their
workplaces/operations

Key Elements



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By conducting risk identification and assessment, we can understand the
environment within which we operate and the constraints and threats that
could result in disruption
By developing a business continuity plan, we can document the key
resources, infrastructure, tasks and responsibilities required to support our
critical operations in the event of a disruption
By maintaining the risk management protocols of monitoring and reviewing,
we ensure that the information remains current and relevant to the changing
risk and business environments
Through BCM training and testing of the plans, we can ensure that officers,
managers, employees and other stakeholders are aware of and have
confidence in the continuity arrangements and their application

Pro-active steps in the Business Continuity Management Process

Prepare a BCM Plan (see Attachment 4.1 below) and publish the plan
Document and test Emergency Evacuation Plan (EEP) \
Identify members of a Crisis Management Team (CMT) e.g. –
Chief Warden and/or team of wardens
OHS/Risk Management Coordinators
Communications Director
Management representative/s
Nominate CMT (Crisis Management Team) Coordinator and Deputy record
mobile phone contact numbers ensuring confidentiality.
CMT Coordinator and Deputy to compile list of emergency phone numbers in
pocket, purse or wallet size to keep on person. e.g.
Fire Brigade
Ambulance
Police
THQ Management
Territorial OHS/RM Coordinator
Territorial Insurance Officer
Insurers / Brokers
Members of the CMT
Territorial Communications Director
Department Heads / Supervisors to be responsible for the well-being of and
liaison with their employees/ volunteers record mobile and/or land line phone
contact numbers, ensuring confidentiality of personal information.
Advise all employees to communicate through their department head /
supervisor
Identify alternative CMT Coordinator s Headquarters and record address and
phone number
Identify potential, temporary alternative accommodation e.g. Other suitable
property belonging to TSA.
Utilise more than one or two alternative sites.
Obtain pre-approval status with preferred real estate agent for potential rental
property?


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Prepare and document outline of rebuilding plans Property Manager /
Architect
Identify members of a Business Recovery Team (BRT) e.g.
Management Representative
IT Services representative
THQ Department Head
Property Manager
HR representative
Business Unit Representative
One male employee, one female employee.

Post event steps in the Business Continuity Management Process

Activate Emergency Evacuation Plan and check safety of all employees
Wardens to report any injuries or missing persons to CMT (Crisis Management
Team) Coordinator
CMT Coordinator to seek information from authorities regarding extent of
damage and likelihood of salvage usable records, materials or equipment
CMT Coordinator to report position to department heads / managers to
enable decision as to whether or not employees should go home for the day
or report elsewhere, etc.
First-aiders to note any injuries and assist to arrange any urgent medical
attention or counselling required report back to CMT Coordinator
Department heads / supervisors to compile list of contact numbers of their
employees and ensure all employees receive a contact number for their use
also
CMT Coordinator to inform Insurance Officer and Communications Director,
Insurance Officer to inform Insurer, Communications Director to prepare a
statement if necessary
Business Recovery Team to implement Business Recovery Plan



A Business Continuity Management Plan must cover the three phases:
    Crisis Management emergency evacuation, care for the employees
      and others, temporary arrangements, minimisation of loss, etc.
    Business Continuity recommencing operations, getting started again,
      taking stock, etc.
    Business Recovery planned return to full strength, recovery or re-
      creation of all necessary records, review of procedures with a view to
      deleting unnecessary activities and making improvements.




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                                  Occupational Health & Safety Policy
Document Type:       Policy
Author:              Peter May
Application:         TSA RM Manual
Code:
Issue:               05/12/2006
Reviewed:

Purpose

The purpose of this policy is to clearly state TSA s Australia Southern Territory
commitment, responsibilities and accountabilities for the management of OHS
across the Territory.

Scope

This policy applies to all personnel (including Territorial and Divisional
Management Personnel, Officers, Employees, Volunteers, Visitors and
Contractors) in all Divisions and Business Units across TSA s Australia
Southern Territory.

Statement of Policy

In accordance with the stated principles of The Salvation Army s Mission
Statement; Social Justice Statement; and Core values, the Territorial
Commander, the Territorial Policy Council and all other management staff of
TSA s Australia Southern Territory are spiritually, morally and legally
committed to the provision and maintenance of a safe and healthy working
environment for all Officers, Employees, Volunteers, Contractors and Visitors
across the Territory. We endeavour at all times to be a responsible employer
with regard to our commitment to work place health and safety. We feel that
our respected standing within the community means we must demonstrate
this commitment not only to our employees but also to other employers or
organisations that we, or our agents or contractors, deal with. To achieve
this, we maintain a Territorial OHS Management System that utilises Policies,
Procedures, Strategic plans and ongoing Action Plans to identify and manage
hazards and risks across the Territory. We require Divisional Commanders and
Business Unit leaders to maintain programs and plans that address OHS
issues particular to their activities or local legislative requirements as
necessary. We use a systematic approach to identify and control risks
associated with health and safety issues that follow guidelines established by
Australian Standards 4360 (Risk Management) and 4804 (Occupational health
and safety management systems - General guidelines on principles, systems
and supporting techniques).




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Objectives

A risk management approach is taken that identifies hazards, assesses and
evaluates risks and implements controls that minimise the chances of injury or
illness to employees;
Legislative compliance is maintained with regard to OHS in all jurisdictions;
Plant and equipment is provided and maintained so as to be safe for
operators and others;
Buildings and environments are safe and that all occupants are provided with
safe means of access and egress and appropriate emergency response
facilities;
Substances that are used, transported or stored by our employees are safe or
that risks associated with them are minimised;
Systems of work are provided that minimise risks associated with jobs, tasks
and other activities that may otherwise pose a risk of injury to employees;
Employees are consulted with on the management of hazards and risks that
affect them;
Appropriate training is provided to all employees regarding the hazards and
risks they are exposed to as part of their work;
Relevant information about hazards is provided to employees in a language or
form that they are likely to understand;
Adequate supervision and support is provided relevant to the skills and
abilities of employees and the hazards they are exposed to as part of their
work.

Responsibilities for OHS in The Salvation Army Australia Southern
Territory

The Territorial Commander is responsible for:
   Maintaining the OHS Manual and OHS Policy Statement and promoting
     these to all levels of management and employees across the Territory;
   Maintaining a Strategic Plan that promotes continual improvement in
     Occupational Health and Safety for the Territory;
   Ensuring adequate resources are provided to support the Strategic
     Plan;
   Providing guidance and leadership to Divisional Commanders/Regional
     Officers in Occupational Health & Safety Management.

Divisional Commanders/Regional Officers/Business Unit Heads are
responsible for:
    Overall OHS management of the Division; Business Unit; Region; State
      or similar and ensuring compliance with the Territorial Strategic Plan;
    Maintaining a local Strategic Plan that promotes continual improvement
      in OHS;
    Ensuring compliance with OHS legislative requirements;
    Ensuring adequate resources are provided to support the Strategic
      Plan;


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      Setting and reviewing OHS performance standards for
       Department/Area Managers;
      Ensuring that Department/Area managers receive appropriate OHS
       training and information.

Department/Area Managers are responsible for:
   Maintaining an OHS Strategic Plan that promotes continual
     improvement in OHS within their area of control;
   Ensuring that adequate resources are committed to support planned
     OHS activities;
   Setting and reviewing OHS performances standards for Managers and
     Supervisors under their control;
   Ensuring Managers and Supervisors receive appropriate OHS training
     and information.

General/Managers are responsible for:
   Undertaking OHS risk assessments for programs and activities under
     their control;
   Developing and implementing appropriate control plans and schedules
     to minimise risks identified through the risk assessments;
   Maintaining and managing an Action Plan to drive and monitor risk
     minimisation strategies;
   Ensuring that adequate resources are provided to support scheduled
     OHS activities;
   Maintaining a consultative process with Supervisors under their control;
   Providing support and training to Supervisors on their responsibilities
     for OHS.


Supervisors are responsible for:
   Undertaking risk assessments on tasks, premises, plant and substances
     that their employees must work with or near to identify and evaluate
     risks;
   Maintaining an action plan to drive and monitor risk minimisation
     strategies;
   Maintaining a consultative process with all employees under their
     control;
   Providing training and information to employees on hazards and OHS
     risk minimisation;
   Solving problems and issues associated with OHS on a day-to-day
     basis.

All Employees, Volunteers, Contractors and Visitor are responsible
for:
     Knowing and complying with TSA OHS rules and guidelines;
     Working so as to not endanger themselves or any other person by any
      act or omission;


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      Using and following instructions, training or other information provided
       with regard to OHS;
      Reporting all incidents and hazards to management for action.

Related Processes, Procedures, Forms & Tools

OHS-03 OHS Management Procedure

Resources and other supporting information for OHS Policy
OHS Policy Manual
OHS-03 R02 Referenced Legislation and Australian

Forms relevant to OHS Policy
All OHS related forms as per OHS Policy Manual

Links for OHS Policy
OHS Risk Register Database



Human Resources
The policy owner is the Executive Director, Human Resources & Risk
Management who will review the policy and associate tools at least every two
years or as needed to meet change organisational requirements. The next
scheduled review is April 2006. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org

Legislation

Victorian OHS Act 2004




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                                                        OHS Management
Document Type:       Policy
Author:              Peter May
Application:         TSA RM Manual
Code:
Issue:               05/05/2009
Reviewed:

Purpose

To provide a framework for the OHS Management System across the Territory
by describing the responsibilities and actions required to maintain a risk
management approach for the identification and management of OHS Risks.

Scope

This procedure applies to all divisions, business units and operations carried
on within or under the control of The Salvation Army, Australia Southern
Territory.

Statement of Policy

In conjunction with and in accordance with the OHS policy, TSA Australia
Southern Territory shall maintain and use a documented Risk Management
approach for the identification of safety hazards and related risks and develop
and implement strategies to eliminate or minimise those risks.

Objectives

The management of TSA Australia Southern Territory at both Territorial and
Divisional level (including Business Units) will ensure that:
There is an operational OHS Manual that directs and guides ongoing OHS
management processes across the Territory;
Strategic and action plans are used to address specific issues or hazards that
may otherwise pose a risk to the health and safety of employees or others;
Systems, actions and plans comply with legislative requirements and best
practice guidelines for the management of OHS.


OHS Manual

The Territorial Commander:
Shall ensure, through the provision of appropriate resources (both financial
and personnel) and formal support that a documented OHS manual is
maintained that describes how OHS is to be managed across the Territory.
Shall ensure that relevant Managers are made aware of the manual and how
it relates to their responsibilities and duties for OHS.


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OHS Responsibilities

The Territorial Commander:
Shall ensure an organisational chart is maintained for all activities and
operations within their direct management that shows each management
position and describes the level of OHS responsibility assigned to that role
using the definitions provided in this document.

Divisional Commanders and Department Heads:
Shall maintain an organisational chart for all activities and operations within
their direct management that shows each management position and describes
the level of OHS responsibility assigned to that role using the definitions
provided in this document.
Shall consult with the Territorial OHS Consultant and the HR/RM Director to
resolve any difficulties in assigning responsibilities.

Territorial OHS Strategic Plan

The Territorial Commander:
Shall ensure, through the provision of appropriate resources and formal
support, that an OHS Strategic Plan is in place at all times that identifies and
addresses issues that may affect the health and safety of employees and
others across the Territory and maintains continual improvement in OHS.

The Territorial OHS/RM Coordinator:
Shall provide support and information to the Territorial Commander on
matters relating to OHS, including legislative or other standards that need to
be complied with.
Shall maintain an OHS Risk Register that collects data and generates
information and reports for planning and review of OHS.

Strategic Plans

Divisional Commanders and Department heads:
Shall ensure that a Strategic OHS Plan is maintained that drives continual
improvement in OHS across their area of responsibility.
May maintain an OHS Risk Management Group that may consist of:
Divisional Commanders/Regional Officers that may affect or influence their
activities
Department/Business Unit Managers under their control (or a selection that
represent a cross section of the activities undertaken);
Divisional RM/OHS Coordinator:
Divisional WC Consultant.
Human Resources/Risk Management Manager
Other relevant management stakeholders

Divisional Commanders/Regional Officers:


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Must review and makes recommendations regarding the Strategic OHS Plan
and ensure that Managers under their direct control are aware of and comply
with the Strategic Plan.

Divisional RM/OHS Coordinators:
Shall provide OHS support to Divisional Commanders and Department
Heads/Business Unit Managers on matters including:
legislative compliance or other compliance with any standards relevant to the
Division or Business Unit;
data and information pertinent to evaluating the effectiveness of OHS
activities or Strategic OHS Plans.

OHS Action Plans

Managers shall undertake an OHS Risk Assessment:
when starting a new activity, program or operation;
when there are significant changes in the activity, work area, program or
operation;
every five years or as directed by the Divisional RM/OHS Coordinator.

The Manager
Shall maintain an OHS Action Plan that describes actions they are taking to
address hazards and other OHS issues identified through the OHS Risk
Assessment or other sources.
Shall ensure that any supervisors under their control are aware of and comply
with their responsibilities for OHS

Supervisors

Shall undertake OHS Risk Assessments in accordance with:
Hazard Management Procedure
Plant Hazard Management Procedure
Substances Hazard Management Procedure
For any assessments, which require further guidance, refer to the additional
Risk Assessments available in the Resource Material for this procedure.
Shall maintain an OHS Action Plan that describes any actions they are taking
to address hazards and other OHS issues identified through any OHS Risk
Assessments.
Shall maintain and use an OHS consultative forum and other communication
mechanisms in accordance with Communication and Consultation Procedure.

Reviewing OHS Management

The Territorial Commander shall ensure Strategic OHS Plans for Divisional
Commanders are reviewed. Divisional Commanders shall review Strategic OHS
Plans for Departmental/Business Unit Managers. Departmental/Business Unit
Managers shall review personal OHS Action Plans for Managers under their
control.

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Auditing OHS Management Systems

The Territorial Commander shall ensure appropriate resources are available to
review and audit the application and use of the OHS Management System
across Divisions and Business Units. The Divisional Commander shall ensure
appropriate resources are available to audit the OHS Activities within their
Division or Business Unit. The Territorial OHS/RM Coordinator shall coordinate
or undertake audits of the Territorial OHS Program at Territorial and Divisional
application level. Divisional RM/OHS Coordinators shall coordinate or
undertake audits of OHS activities within a Division or Business Unit.

Related Topics

OHS-06 Emergency Response Preparation Procedure
OHS-09 Hazard Management Procedure

Responsibilities Required by the Policy

Human Resources
The policy owner is the Executive Director, Human Resources & Risk
Management who will review the policy and associate tools at least every two
years or as needed to meet change organisational requirements. The next
scheduled review is April 2008. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org

Legislation

AS4801 OHS management systems - Specifications with guidance for use
AS4804 OHS management systems - General guidelines on principles,
systems and supporting Links to Related Processes, Procedures, Forms &
Tools

Related Processes, Procedures, Forms & Tools

OHS-03-F01 Risk Register

OHS-03-F02 OHS Action Plan

OHS-03-F03 Risk Assessment Form

OHS-03 R01 OHS Definitions

OHS-03 R02 Referenced Legislation and Australian Standards

OHS-03 R03 OHS Program Risk Assessment



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OHS-03 R04 OHS Task Risk Assessment

OHS-03 R05 OHS Workplace Risk Assessment

OHS-03 R06 OHS Plant Risk Assessment

OHS-03 R07 OHS Substance Risk Assessment




Crossroads Network Manual V1.1 - 2009      Page 167 of 230
            Workers Compensation Policy & Procedure Manual
Document Type:       Policy & Procedure Manual
Author:
Application:         RM Manual
Code:
Issue:
Reviewed:

Purpose

This manual will provide The Salvation Army Australia Southern Territory
(TSA) with a structured approach towards managing workers compensation
and ensuring assistance is provided to all employees with regard to
workers compensation matters, inclusive of TSA achieving compliance with
statutory requirements in an equitable, fair and transparent manner.
_
Scope

This manual must be applied to all workers compensation issues that relate
directly to TSA workplaces and its employees. Compliance with this manual is
mandatory. Any unauthorised deviation from the processes referred to in this
manual is considered a breach and may result in disciplinary action.

Statement of Policy

TSA is to manage workers compensation issues to prevent further workplace
injury or illness, rehabilitate injuredemployees and manage associated costs in
an effective manner.

This manual is the framework of how workers compensation is managed
within TSA, ensuring that all concerned are aware of their rights and
obligations regarding workers compensation and aims to ensure that TSA
employees are protected against workplace injury or illness and are
compensated in accordance with law in the event an injury is sustained.

The manual is designed so that those involved in a workers compensation
issue can easily identify the process to be applied and the lines of
responsibility and accountability in the process. The manual
provides policy, procedure and other reference material to assist in workers
compensation.

The main objectives of this manual are to ensure:

       Clear policy and procedure is accessible to all workplace managers and
        employees
       Compliance with legislative requirements
       A consistent approach to manage workers compensation



Crossroads Network Manual V1.1 - 2009                            Page 168 of 230
      Procedures that provide direction to managers and employees on how
       workers compensation issues are managed and where individual
       responsibility resides.
      Proactive management of workers compensation claims.

Review Process

Human Resources and Risk Management (HR&RM) have developed the
workers compensation policy and procedure manual, in association with key
stakeholders within TSA. The manual is regularly reviewed to reflect
current legislation and make changes to policy and procedure as required.
The Executive Director, Human Resources and Risk Management, will review
the policy and associate tools at regular intervals or as needed to
meet organisational change requirements.

Feedback can be provided by email to HRPolicy@aus.salvationarmy.org

Responsibilities Required by the Policy

Manager (Including Officers as Managers)
It is the responsibility of the manager to ensure that the processes contained
in the policy and procedure manual
are complied with in each workplace.
Employees
It is the responsibility of employees to comply with the processes contained in
the policy and procedure manual.




Crossroads Network Manual V1.1 - 2009                            Page 169 of 230
        Occupational Health and Safety Policy and Procedure
                                                     Manual
Document Type:       Policy
Author:
Application:         TSA HR Manual
Code:
Issue:
Reviewed:

Purpose

The purpose of this procedure is to provide a system for Managers to use to
manage the hazards and risks
associated with the storage, transport, use, mixing or disposing of hazardous
substances and dangerous goods.

Scope

This procedure applies to all divisions, business units and operations carried
on within or under the control of The Salvation Army, Australia Southern
Territory.

Statement of Policy

In conjunction and in accordance with the OHS Policy, TSA Australia Southern
Territory shall use risk assessments to proactively identify hazards and risks
and establish risk minimisation strategies to minimise the risk of injury
relating to the use or storage of dangerous goods or other chemicals.

Objectives

      Risk assessments are undertaken and used to minimise risks associated
       with the use, storage or disposal of hazardous substances and
       dangerous goods;
      The risk assessments are done in consultation with employees or
       others that have a direct involvement with the hazardous substances or
       dangerous goods being assessed;
      Actions to eliminate or minimise risks are planned and undertaken with
       reference to the accepted hierarchy of preferred controls;
      Risk assessments, outcomes and the effectiveness of controls
       implemented are reviewed regularly, with corrective action taken to
       maintain continual improvement for health and safety;
      Regulatory and other requirements are complied with so far as
       reasonably practicable.




Crossroads Network Manual V1.1 - 2009                              Page 170 of 230
Definitions

For the purpose of this procedure the following definitions apply:

Dangerous Good - means substances and articles that are potentially
hazardous to people and property. They may be corrosive, flammable,
explosive, oxidizing or reactive with water.

Hazardous Substance - means a substance listed on the List of Designated
Hazardous Substances issued by ASCC or satisfies the criteria of the Approved
Criteria for Classifying Hazardous Substances issued by ASCC and that is
stored or purchased by TSA.

Material Safety Data Sheet (MSDS) - means a document that describes
the properties and uses of a hazardous
substance such as its identity, chemical/physical properties, health hazard
information and precautions for safe
use, storage, handling, transport and disposal.

Substance - means any natural or artificial substance, whether in solid or
liquid form or in the form of a gas or vapour, and includes the packaging of
any such substance.

Substance (Chemical) Register

The manager shall maintain a register of hazardous substances and
dangerous goods used or stored at each location including domestic products
such as cleaning substances used in staff kitchens or similar that have been
purchased at retail outlets

The Manager shall ensure that all relevant hazardous substances and
dangerous goods are:
      included on the register prior to those substances being stored or used
       on site; or
      removed from the register when they are permanently removed from
       the site

The Manager shall ensure that all hazardous substances and dangerous goods
are entered on to the register.

The Manager shall ensure the Material Safety Data Sheets are updated every
5 years in accordance with legislation.

Hazardous Substances Hazard Management

The Manager shall ensure that risks associated with hazardous substances are
assessed as part of any Risk Assessment making reference to the Material


Crossroads Network Manual V1.1 - 2009                                Page 171 of 230
Safety Data Sheet (MSDS) and in accordance with the relevant Code of
Practice for each State).

The manager shall ensure that all hazardous substances have appropriate
labels that clearly identify the substance the risks associated with it.
The Manager shall ensure that all hazardous substances are stored, used and
decanted into appropriately labelled containers.

Food containers or containers that may be mistaken for food
containers must never be used for the storage or use of hazardous
substances.

The Manager shall ensure that unidentified substances are set-aside in a
secure area until they can be identified or removed by suitably trained or
qualified personnel.

The Manager shall ensure that all waste or left over hazardous substances are
disposed of properly and safely and in accordance with the requirements of
the Material Safety Data Sheet or other instructions provided by suppliers or
manufacturers of the substance.

Purchasing and supply personnel shall ensure that a Material Safety Data
Sheet (MSDS) is available for any hazardous substance before releasing the
substance for use.

All employees shall comply with guidelines and directions for the safe use of
hazardous substances, including ensuring that they do not put any hazardous
substance in an inappropriate or unlabelled container.

All employees shall report any problems associated with the use of a
hazardous substance to their Manager.

All employees shall observe safe disposal methods for the hazardous
substance as outlined in the MSDS.


Dangerous Goods Hazard Management

The Manager shall:
   Undertake a Substance OHS Risk Assessment for all dangerous goods
     stored on site.
   Ensure that all dangerous goods have appropriate labels that clearly
     identify the substance and the risks associated with it.
   Ensure that all dangerous goods are stored in appropriate containers,
     as specific in Material Safety Data Sheets or other information provided
     by suppliers or manufacturers.
   Ensure that proper placarding is in place for dangerous goods stores.




Crossroads Network Manual V1.1 - 2009                             Page 172 of 230
      Ensure that unidentified substances are set-aside in a secure area until
       they can be identified or removed by suitably trained or qualified
       personnel.
      Ensure that all waste or left over dangerous goods are disposed of
       properly and safely and in accordance with the requirements of the
       Material Safety Data Sheet or other instructions provided by suppliers
       or manufacturers of the substance.

All employees shall:
      Comply with guidelines and directions for the safe storage of
       dangerous goods, including segregation or isolation requirements.
      Report any problems associated with the storage of a dangerous good
       to their Manager.


Links to related Processes, Procedures, Forms , Resources & Tools

Risk Register
See also OHS-05    OHS Training Procedure
See also OHS-07    Incident Reporting and Investigation Procedure
See also OHS-08    Contractor and Visitor Safety Procedure
See also OHS-09    Hazard Management Procedure

Resources and other supporting information for Substance Hazard
Management Procedure
OHS-11 R01 HAZCHEM and Dangerous Goods Placarding Guide
OHS-03 R07 Substance OHS Risk Assessment

Forms relevant to Substance Hazard Management Procedure
OHS-11 F01 Substance (Chemical) Register


Responsibilities Required by the Policy

Human Resources
The policy owner is the Executive Director, Human Resources & Risk
Management who will review the policy and
associate tools at least every two years or as needed to meet change
organisational requirements. The next
scheduled review is April 2006. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org


Links to related Standards or Legislation

AS 2293 Emergency evacuation lighting for buildings
AS 2444 Portable Fire Extinguishers - Selection and Location
Victorian OHS Act 2004

Crossroads Network Manual V1.1 - 2009                               Page 173 of 230
                                        Hepatitis Immunisation Policy

Purpose
To ensure that all staff of Crossroads Youth & Family Services are informed of
the potential risk of infection from blood borne pathogens and are extended
the opportunity to undergo a vaccine program to minimise the potential risk
of infection.

Service Principles
Crossroads values the safety of all employees, volunteers and students.

Crossroads acknowledges that there is the potential of infection from blood
borne pathogens in some work environments.

Crossroads offers all employees, volunteers and students who work in areas
with an identifiable risk of infection from blood-borne pathogens a course of
immunisation from the Hepatitis A and Hepatitis B virus.

All out of pocket expenses in relation to the Hepatitis vaccine will be covered
by Crossroads Youth & Family Services.

The option to undertake an immunisation program rests with each individual.

Scope
This policy applies to all students, volunteers, full-time, part-time and casual
employees across all Crossroads Youth & Family Services programs.

Definition

Identifiable Risk
An identifiable risk is viewed as any environment in which people may be
exposed to the transmission of blood borne pathogens. Modes of transmission
vary for different strains of the hepatitis virus.
(Please refer to the ‘National Code of Practice for the Control of Work-related
Exposure to Hepatitis and HIV [Blood Borne] Viruses‘).

Out of Pocket Expenses
Out of pocket expenses are viewed as the gap between the total fee that the
employee incurs in obtaining a vaccination and the medical reimbursement
that is received from Medicare or the employee‟s private health insurer.

Responsibility
It is the responsibility of all line managers to ensure that staff have been
informed of the Hepatitis Immunisation Policy and have completed the
Hepatitis Immunisation Form.



Crossroads Network Manual V1.1 - 2009                               Page 174 of 230
A copy of the Hepatitis Immunisation Form should be kept in the employee‟s
personal file.

Related Legislation, Standards, Policies & Procedures
Hepatitis Immunisation Policy (Crossroads)
Hepatitis Immunisation Form (Crossroads)

National Code of Practice for the Control of Work-related Exposure to
Hepatitis and HIV (Blood Borne) Viruses (Commonwealth 2003)
Link to code of practice
http://www.ascc.gov.au/NR/rdonlyres/AF7E9E17-B574-4813-AC38-
AEC1CD274CDA/0/HIV_2Ed_2003.pdf


http://www.health.gov.au/internet/immunise/publishing.nsf/Content/78CDF41
C283426A8CA2574E40020CCAB/$File/handbook-9.pdf




Crossroads Network Manual V1.1 - 2009                            Page 175 of 230
Service Delivery
                                        Complaints Policy and Procedure
                        th
DATE APPROVED:       10 June 2009
DATE FOR REVIEW:     2nd September 2009


Introduction
The Salvation Army is a major provider of social welfare programs across
Australia. As a network of The Salvation Army, Crossroads Youth and Family
Services is dedicated to social justice and committed to the values of Human
Dignity, Justice, Hope, Compassion and Community.

Purpose
The purpose of this policy is to ensure that Crossroads Youth and Family
Services operates within a rights based framework that provides a mechanism
for clients and stakeholders to complain about Crossroads Youth and Family
Services if they choose to do so.

Crossroads acknowledge that there may be a power differential between
service providers and clients. In this context Crossroads Youth and Family
Services is committed to redressing the imbalance as far as is possible by
providing clients with an accessible complaints process that is transparent and
fair.

Scope
This policy applies to all stakeholders including clients of Crossroads Youth
and Family Services programs.

Responsibility
All senior management, program managers and team leaders are responsible
for ensuring that Crossroads Youth and Family Services employees maintain a
commitment to client rights and adhere to the Complaints Policy.

Service Principle
In the first instance Crossroads Youth and Family Services seek to address
and resolve all client complaints in a non-threatening, informal, accessible and
just manner. Staff undertake to address any concerns or complaints raised by
clients immediately and on a one-to-one basis.

Where this is not appropriate, possible or desired by the complainant the
following more formal process will be adopted.

Client Rights
The right to voice a complaint and have this complaints addressed is an
integral aspect of providing high quality services to Crossroads Youth and
Family Services clients.



Crossroads Network Manual V1.1 - 2009                              Page 176 of 230
It is a requirement that Crossroads staff inform all clients of the complaints
process on commencement of a service1.

Making a complaint should in no way negatively impact the on the service
that a client receives from Crossroads Youth & Family Services.

Definitions

Advocate: An advocate is an intercessor that has received consent to act on
another person‟s behalf in regards to a complaint.

Complainant: A complainant is the person or party making the complaint.

Complaint Contact Official: Is the person that is responsible for the
investigating and responding to the complaint.

Complaint: A complaint is an expression of dissatisfaction of improper
service provision, workplace practice or the quality of service delivery.

Resolution: Resolution is a position reached after careful consideration of all
available information.

Stakeholder: A stakeholder is a person, group or organisation that may
impact and be impacted by actions of Crossroads Youth & Family Services.

Timeliness: Timeliness is the process of providing a response based on
diligent investigation of the complaint and all factors stemming from the
complaint.

Transparency: Transparency is ensuring that all processes stemming from
the complaint are clear, understandable and communicable.

Cultural Diversity and Special Circumstances
Crossroads Youth and Family Services will assist clients, advocates or
stakeholders where language, vision, hearing, literacy or cognitive issues such
as mental health or intellectual disability are barriers to making a complaint.

Crossroads will access an interpreter on behalf of the complainant or advocate
where language is a barrier to lodging a complaint.

Crossroads may also access support where vision or hearing impairment is a
barrier to lodging a complaint.
Crossroads will access a specialist advocate when mental illness or intellectual
disability is a barrier to lodging the complaint.


1
  Clients to be informed as soon as practicably possible, giving consideration to the individual
circumstances of each client.

Crossroads Network Manual V1.1 - 2009                                            Page 177 of 230
Confidentiality

All complaints will be treated with confidentiality in accordance with the
Privacy Act 1988 (Commonwealth) and the Health Records Act 2001
(Victoria).

Anonymous Complaints
Anonymous complaints will be actioned where there is sufficient information
to investigate the complaint. All anonymous complaints are logged and
handled by Crossroads Youth and Family Services Senior Management.

Anonymous complaints may be lodged via email, mail or telephone.

Types of Complaint
Crossroads Youth and Family Services distinguishes complaints into the
following categories:

Informal Complaint: Informal complaints in the form of expressions of
dissatisfaction where the client does not indicate a desire to lodge a written or
verbal complaint are not viewed as official complaints. Where a client
expresses dissatisfaction relating to service delivery, employees should inform
clients of their right to make an official complaint and attempt to resolve their
informal complaint.

Official Complaint: Official complaints are complaints where a client,
advocate or stakeholder has identified an issue and has raised it with staff in
accordance with the Complaints Policy. The complainant will need to provide
sufficient information to complete the complaint description section of the
„Complaint Pro-forma‟.

All staff members have the opportunity to address official complaints at a
programmatic level. Staff should do so in a responsive and professional
manner that is in accordance with The Salvation Army‟s Official Policies and
Minutes, and Crossroads Youth and Family Services policies and procedures.

Where an official complaint has been resolved between the staff member and
a client, advocate or stakeholder the staff member is required inform their
team leader or program manager of the subsequent resolution of the
complaint. This is to be recording in the „Complaint Outcome Form‟
(Appendix 3).

Complex Complaint: Complex complaints are “official complaints” that
cannot be resolved by the staff member receiving the complaint. Complex
complaints are to be referred to and ultimately managed by the team leader,
program manager or, where necessary, a senior manager.

Critical Complaint: Critical complaints are allegations of illegality under
State or Commonwealth law. In the event that there is an allegation of

Crossroads Network Manual V1.1 - 2009                              Page 178 of 230
illegality by a staff member, both the Senior Manager and General Manager
are to be informed of the complaint.

The General Manager will decide whether the matter should be referred to
The Salvation Army‟s Melbourne Central Division for consideration and
professional advice2.

For the purpose of this Policy a breach of policy or practice under Funding
and Service Agreements (FASA) are classified as Critical Complaints.


Management of Complaints
The Crossroads Senior Management Team will review the „Complaints
Outcome Forms‟ on a quarterly basis. Complaints are to be monitored along
with program feedback to conduct trend analysis which may be used for
quality improvement processes.

Procedure

Informing Clients

         All clients are to be informed of the complaints procedure upon
          commencement of a service with Crossroads Youth & Family Services.

         Clients are to be informed both verbally and in writing of the
          complaints procedure.

         Clients are to be given the Crossroads „Complaints and Compliments‟
          brochure.

         Clients of SAAP funded services are to be given a Homelessness
          Advocacy Service card.

         Workers are to document that the client was informed of their rights
          and the complaints procedure.

Documenting Complaints

         Clients and advocates are entitled to submit written complaints in a
          format that is suitable to their complaint. The „Complaint Form‟
          contains an attachment section for additional information or written
          complaints.

         The employee receiving the complaint is required to document the
          complaint using the „Complaint Form‟.


2
    Australian Southern Territory, Official Minute (Code IAI 0404)

Crossroads Network Manual V1.1 - 2009                                Page 179 of 230
      Employees confirm that the information on the „Complaint Form‟ is an
       accurate reflection of the complainant‟s complaint by requesting that
       the complainant sign off on the documented complaint.

      Employees should report all official, complex and critical complaints to
       their direct line manager.

Notification

      The „contact complaint official‟ should notify the complainant or
       advocate of the approximate timeline for investigation and response of
       a complaint.

      The „contact complaint official‟ should inform the complainant or
       advocate upon resolution of the complaint in a timely manner.

Appeals

The complainant can appeal the outcome of a complaint by requesting that
the matter be referred to the General Manager after the complaint has been
investigated by the appropriate Program Manager and/or Senior Manager.

The complainant can appeal the outcome of a complaint that has been
reviewed by the General Manager. The complainant may request that the
matter be passed on for review by an external body or upper division of The
Salvation Army.

Related Standards, Policies and Procedures

Department of Human Services Duty of Care
Privacy Act 1988 (Commonwealth),
Health Records Act 2001 (Vic)
The Salvation Army Southern Territory Employee Code of Conduct
Your rights and responsibilities explained, The Client Charter for community-
managed housing and homelessness services.




Crossroads Network Manual V1.1 - 2009                             Page 180 of 230
                     Complaints Flow Chart
                                        APPENDIX 1

 H                                  Complainant
 A
 S

or
                     Case worker                     Team Leader              R
 A                                                                            E
 D
 V
                                                                              S
 O                                                                            O
 C
                                Program Manager                               L
 A
 T
                                                                              V
 E                                                                            E
                                                                              D
or
                                   Senior Manager
 T
 R
 I
 B
 U
 N                                 General Manager
 A
 L



                          Appeal: Unsatisfied/Unresolved




                  External Body/Higher Division of The Salvation
                                     Army




                               Document Outcome




                         Continuous Quality Improvement
                      What did we learn from the complaint?
                   Do staff need to modify their work processes?
                        Did staff act in the correct manner?




                         Inform Complainant and advocate



Crossroads Network Manual V1.1 - 2009                              Page 181 of 230
  CROSSROADS EMAIL FEEDBACK FLOW CHART
                                        APPENDIX 2


                                   Client Complaint




                              Crossroads Feedback Email




           Complaint Forwarded To Appropriate Program Manager for Review




                Resolved                                    Not Resolved




          Outcome Documented                              Senior Manager




                                 Outcome Documented



                                                          General Manager




                                 Outcome Documented



         Complainant Informed                               Not Resolved




      Outcome Reviewed & Quality                 External Body or Upper Level of The
         Improvement Logged                                Salvation Army



                                 Outcome Documented

Crossroads Network Manual V1.1 - 2009                                      Page 182 of 230
                                        APPENDIX 3
                               Complaint Form
Program:                                                Date:
Crossroads Complaint
Contact Official:
Employee Position:
Name of Complainant:                                    Phone:
Complainant Address:
Name of Advocate:                                       Phone:
Description of complaint:




Outcome Sought




Other Information:




Attachments:                      Yes            No   No (Pages __ )
Complainant Signature:                                     Date:
Employee Signature:                                       Date:
Estimated Timeline:




Crossroads Network Manual V1.1 - 2009                            Page 183 of 230
                                                    APPENDIX 4
                                                  OFFICE USE ONLY
                                  Complaint Outcome Form
Crossroads Complaint
Contact Official:
Position:
Name of Complainant:                                                                                Phone:
Complainant Address:
Name of Advocate:                                                                                   Phone:
(If appropriate)
Background Information:
(Provide an account of how you became aware of the complaint and summarise your understanding of the complaint)




Action Taken To Investigate Complaint:
(Detail actions taken to investigate complaint, parties consulted, responses that assisted the investigation process)




Outcome:
(Including any future action to be taken in regards to the complaint)




Contact Official:                                                                                       Date:
Contact Official Signature:




Crossroads Network Manual V1.1 - 2009                                                                             Page 184 of 230
                                        Learning Management Log Policy
DATE APPROVED:       12th June 2008
DATE FOR REVIEW:     11th June 2011


Introduction
A Learning Management Log should be used to record all issues or incidents
that may provide learning either within a program or across the network.

The Learning Management Log is a separate action to the Compliments and
Complaints Management System or Breaches of Privacy.

Why
Benefits of the Learning Management Log
All services will have a number of issues raised, from which services at
Crossroads Youth and Family Services can learn. Continual Improvement of
the service is contingent upon careful documentation and consideration of
theses issues. A defined and methodical process for the analysis of issues
raised and resolved is an essential tool for continual service improvement.

Use of the Learning’s Log provides:
   A method for workers to positively/proactively raise issues
   A means of tracking issues and identifying trends.
   A means of analysing and prioritizing issues.
   A means of reporting on issues.
   A record of resolutions, as reference for future similar or same issues.

Who
The worker will be responsible for the documentation of the issues, as and
when they are raised as part of direct service practice, or other contact with
consumers and stakeholders or as part of their normal working day.
The line manager and the worker are responsible to taking action to resolve
the issue and share the learning or to pass the learning on across the
Network to ensure that learning is shared.


How
The worker will log the issue, by briefly describing the issue and identify dates
and their name. An example of a log entry is attached.

The worker will notify the Team Leader/Program Manager of the logging of
the issue as part of supervision, or more immediately by email if the issues is
more urgent.

Once notified the Team Leader/Manager will check the current status of the
resolution process work with the worker who raised the issue to plan a
response.


Crossroads Network Manual V1.1 - 2009                              Page 185 of 230
The Team Leader/Manager will analyse the issue raised and note the
resolution details.
The Team Leader/ Program Manager will determine what the
learning outcome from this issue is; and where appropriate:
    Identify patterns or trends emerging from the issues data.
    Discuss with workers at Team meetings
    Put in place a continual improvement plan
    Inform the network at Program Managers Team Meetings of the details
       and relevance for service delivery of the issue.

The Team Leader/Manager is responsible for monitoring the Learning
Management Log, and will discuss when relevant analysis of issues of concern
at team meetings, and when considered appropriate to the Program Mangers
Meetings for discussion and learning by all program at Crossroads Youth and
Family Services.


Scope
This Policy applies across all areas of Crossroads Youth and Family Services

Authorisation
This policy was adopted by Crossroads Youth and Family Services Program
Management Team and endorsed by the General Manager.

Review
This policy is scheduled for review in October 2008

Version
1

Related Policy and Links
Crossroads Compliments and Complaints Management Policy
Crossroads Privacy Policy




Crossroads Network Manual V1.1 - 2009                            Page 186 of 230
LEARNING MANAGEMENT LOG

PROGRAM NAME: ____________________________________________

PROGAM MANAGER/TEAM LEADER: ____________________________

Issue (Short title)


Description


Raised by


Date raised


Priority (use the Priority Matrix)


Current Status


Resolution/Solution


Resolution date


Parties to be notified

Parties notified

Other




Crossroads Network Manual V1.1 - 2009               Page 187 of 230
Priority Matrix

This strategic priority matrix is used to assist you determine priorities from the issues you
have identified for improvement out of the self-assessment process.

Consider the impact and urgency of each issue and place it in the appropriate box. Or, assign
each action listed in the self-assessment workbook with a number from the grid.

For example, if it were agreed that a particular issue has low impact and low urgency you
would place it in box No 1; a high urgency high impact issue would be placed in box No 9.
Continue to plot all the issues you have identified that need to be addressed in the
appropriate boxes of the matrix.

Those issues that fall into the three shaded boxes (Nos 6, 8 and 9) should be your priorities.
(Warning: it is easy to place everything in these boxes - resist! If you find this happening, it
means that you need to take a tougher stance in evaluating the priorities.)


                                          IMPACT*


                                      Low                  Medium                High

                                      1                    2                     3

                      Low
          URGENCY*




                                      4                    5                     6 priority
                      Medium




                                      7                    8 priority            9 priority

                      High



*Note: you might choose to change these descriptors. They could be replaced with
terms like ‘budget implications’ or ‘resource implications’. Therefore you might
decide priorities based on urgency and budget implications or impact and resource
implications.




Crossroads Network Manual V1.1 - 2009                                          Page 188 of 230
                             Start Date to End Date

          Learning Management Log: (Program Name)
Date Description Worker              Team    Action Further Status   Date
                                    Leader / Taken   Action        Resolved
                                    Program         Required
                                    Manager




Crossroads Network Manual V1.1 - 2009                      Page 189 of 230
                                              Supported Referral Policy
                      st
DATE APPROVED:       1 October 2008
DATE FOR REVIEW:     30th September 2011


Purpose
To ensure that all people that seek assistance from Crossroads Youth &
Family Services, who cannot have their immediate needs met, are supported
in the form of a referral to a more appropriate service.

Service Principle
Crossroads Youth & Family Services is committed to responding to all people
in need of assistance.

Crossroads acknowledge that funding requirements, selection criteria, service
capacity and program resources are factors that may limit Crossroads ability
to directly provide assistance. In these cases Crossroads is committed to
ensuring that the network supports the person/s seeking assistance by
providing a supported referral to a more appropriate service and/or
advocating on behalf of the person/s seeking assistance.

Scope
This policy applies to all full-time, part-time and casual employees across all
Crossroads Youth & Family Services programs.

Definition

Supported Referral
A supported referral is a process of supporting a person seeking assistance to
receive the required assistance. The level of support should be determined by
an initial assessment that identifies the level of need, the person/s current
situation and the demographics of the person/s seeking assistance. This
information should be sufficient to enable Crossroads employees to make an
effective supported referral to a more appropriate service.

Responsibility
All program managers and team leaders are responsible for ensuring that
staff have a commitment to providing supported referral services to people
that seek assistance from Crossroads programs.

Crossroads staff can access other programs for assistance in making effective
appropriate referrals to other services.

Related Standards, Policies & Procedures

Network Client Policy (Draft)



Crossroads Network Manual V1.1 - 2009                              Page 190 of 230
                                                   Network Client Policy
DATE APPROVED:   1st July 2009
DATE FOR REVIEW: 30th June 2012
Purpose
To ensure all clients of Crossroads programs are viewed as a „Network Client‟
and not only a „Program Client‟ and as such have access to network wide
resources and programs.

Service Principle
Crossroads Youth & Family Services is committed to utilising all appropriate
network resources in responding to network clients.

Crossroads promotes flexibility within each program whilst striving to provide
a consistent client focussed culture that seeks to provide best practice
responses to our clients.

Scope
This policy applies to all full-time, part-time and casual employees across all
Crossroads Youth & Family Services programs.

Definitions
Network Client
A network client is any person that has entered into a service relationship
within any Crossroads program.

Service Relationship
A service relationship is specific to each program but encompasses any
relationship that implies that there is an identified and shared goal between a
Crossroads Youth & Family Services employee and a person seeking
assistance.

Responsibility
All program managers and team leaders are responsible for ensuring that all
staff adhere to the practice philosophy of viewing clients as „network clients‟.

Allocation of Resources
Where multiple Crossroads programs are collaboratively providing a service
response to clients the allocation of resources is at the discretion of Program
Managers and Senior Managers and is provided mutually across programs.

Related Standards, Policies & Procedures

Supported Referral Policy




Crossroads Network Manual V1.1 - 2009                               Page 191 of 230
                                                        Clean Desk Policy
                        th
DATE APPROVED:       10 June 2009
DATE FOR REVIEW:     9th June 2012


Purpose

The purpose of this policy is to establish and maintain a culture of protecting
private personal client information held by Crossroads Youth & Family
Services.

Service Principle

Crossroads Youth & Family Services uphold the privacy of all clients and is
committed to protecting the rights of clients.

Crossroads acknowledges that they are entrusted to protect the privacy of all
clients and acts as a guardian of this private information.

Responsibility

This policy applies to all employees of Crossroads Youth & Family Services.

Purpose

The purpose of a „Clean Desk Policy‟ is to minimise the threat of a breach of
privacy by ensuring that sensitive information is appropriately secured.

Definitions

Sensitive Information: Is information of a private nature that is given in
confidence.

Clean Desk: For the purpose of this policy a clean desk is a workspace that
is free of sensitive client information.

Guidelines

The following guidelines are intended to promote best practice in regards to
protecting sensitive client information. It is recommended that employees
adhere to the following guidelines:

      At known extended periods away from your desk, ensure that sensitive
       documents are securely locked away.

      Ensure filing cabinets or lockable draws are locked when not in use.



Crossroads Network Manual V1.1 - 2009                              Page 192 of 230
      Where clients are known to be entering a workspace, it is the
       responsibility of all employees within that workspace to ensure that all
       sensitive information is securely stored.

      Computer passwords should not be written down where they are
       openly accessible. If writing a password, ensure that it is securely
       stored.

      Ensure that unattended computers have automatic password
       protection that commences after a designated period away from the
       computer.

      Staff should log off or shutdown their computer at the end of their shift
       or when leaving for prolonged periods of time.

      Ensure portable disk drives containing sensitive client information are
       treated the same as client files and are not left in computers, cars or
       on desks.

      Staff are to ensure that documentation or laptops used when
       conducting outreach are securely locked in the boot of the car. Staff
       should ensure that laptops remain out of sight when using vans or
       station wagons.

      All computers are to have password protection screensavers for
       prolonged periods away from their computer.

Related Legislation, Standards, Policies & Procedures
Privacy Act 1988 (Commonwealth)
Health Records Act 2001 (Victoria)




Crossroads Network Manual V1.1 - 2009                              Page 193 of 230
                                   Network Client Participation Policy
DATE APPROVED:       1st July 2009
DATE FOR REVIEW:     30th June 2012


INTRODUCTION

Vision
Crossroads is committed to providing high quality services that meet the
needs of, and deliver the best possible outcomes for, our clients. As part of
continuous service improvement, we value and support the active, informed
and meaningful participation of clients in the planning, development and
review of services.

Definitions
Crossroads has adapted the definitions of „client‟ and „client participation‟ that
are outlined in the Consumer Participation Resource Kit.3

        Client: a client is someone who uses, has used, or is eligible to use
        Crossroads services, including those refused services and those seeking
        a service that do not meet program criteria. This may include carers
        and family members when relevant.

        Client participation: client participation refers to the process of
        involving clients in decision-making processes about a particular
        service, which may include involvement in components such as service
        planning, policy development, priority setting and addressing quality
        issues in the delivery of those services.

Scope
This policy applies to:
    Family Housing and Support
    Youth Support and Development
    Mary Anderson
    Youth Housing and Support
    Melbourne Counselling Service

Related policies
       Homelessness Assistance Service Standards
       Privacy Act 1988 (Community), Information Privacy Act 2002 (Victoria)
       Client Charter for Community Managed Housing and Homelessness
        Services




3
 Homeground Services and Rural Housing Network, 2008, Consumer Participation Resource
Kit for Housing and Homelessness Assistance Services, Melbourne.



Crossroads Network Manual V1.1 - 2009                                  Page 194 of 230
AIM AND PRINCIPLES

Aim
Crossroads programs currently seek feedback from clients in a variety of ways
that are both formal and informal (see Appendix One for a more detailed
outline of current client participation strategies).

The aim of this policy is to provide a framework to strengthen existing
strategies and to guide the development of new client participation strategies
across Crossroads programs. Although the strategies are focused at a
program level, client feedback will contribute to organisational strategic
planning.

This policy provides a workplan for each program area for 2008/9 period.
Strategies will be further refined and developed in future years based on
evaluation.

The strategies outlined in this document were developed in consultation with
program managers and staff.

Levels of participation
Crossroads has adopted a developmental approach to client participation to
allow for the ongoing development of strategies over time. In the first year,
strategies focus on the first three levels of participation (see below).
Crossroads aims to further develop participation strategies to increase the
level of client participation over the next three years:

   1. Information: The organisation provides information about services and
      planned changes to its clients. People are told what is planned.
   2. Consultation: The organisation provides information to its clients and
      seeks their views on that information. A number of options may be
      presented and feedback is considered.
   3. Deciding together: Clients are encouraged to provide additional ideas
      and options, and to join in deciding the best way forward.
   4. Acting together / partnership: Clients decide together with the rest of
      the organisation what is best, and a partnership to carry it out is
      formed.
   5. Independent initiatives: Clients are helped to do what they want with
      advice and support provided by the organisation.
   6. Client control: Clients control the strategic direction and operational
      framework of the organisation.

Principles of participation
The following principles underpin Crossroads‟ commitment to client
participation:




Crossroads Network Manual V1.1 - 2009                             Page 195 of 230
   1. Meaningful engagement: Client feedback in valued by Crossroads and
      is used to influence decision making processes at program and
      organisational levels.
   2. Flexibility: Strategies will reflect the diversity of client perspectives and
      programs within Crossroads. The breadth of Crossroads services and
      the diversity of clients mean that client participation strategies need to
      be flexible and meet the needs of different groups including children,
      young people, women and men, Aboriginal and Torres Strait Islanders
      and culturally and linguistically diverse communities. Strategies also
      recognise that clients receive a range of services from crisis
      intervention to ongoing support.
   3. Accessible and inclusive: Opportunities for participation should be
      available to all clients.
   4. Resourcing: Client participation will be appropriately resourced to
      ensure that staff have adequate time to develop and implement
      strategies and that clients can engage in participation processes.
      Crossroads will support clients to participate and where necessary
      reimburse expenses.
   5. Developmental: Crossroads seeks to continually develop and
      strengthen client participation strategies. Strategies will not remain
      static over time but will change according to evaluation and the
      emerging needs of clients.
   6. Voluntary: Clients will be invited to participate but all participation is
      voluntary.
   7. Objectivity: Clients will be able to voice an opinion without fear of
      judgement or negative consequences.
   8. Feedback: Clients and staff will be provided with information about
      how client participation influenced decision-making processes.
   9. Rights-based approach: All clients are informed about their rights and
      receive information about the Homelessness Advocacy Service and
      Crossroads complaints procedures.

OBJECTIVES

The objectives of this policy are to:

   1. Strengthen and formalise existing models of client participation.
   2. Develop new initiatives to enhance opportunities for client
      participation.
   3. Strengthen and develop mechanisms to provide feedback to clients and
      staff about client participation.
   4. Better integrate client participation into organisational planning and
      reporting processes.
   5. Consider future strategies that will increase levels of client
      participation.

EVALUATION



Crossroads Network Manual V1.1 - 2009                                Page 196 of 230
This framework is based on a quality improvement approach and will be
reviewed on a regular basis to ensure its relevance to clients and Crossroads.
Evaluation will be undertaken in two ways:

   1. Ongoing: Action Research principles will be used to respond to client
      feedback using a reflective and improvement-orientated approach to
      service delivery. Action Research builds on what many services and
      workers are already doing; that is listening and responding to clients as
      part of daily practice.

       Action research is used as part of the Reconnect Program so the
       knowledge and skills are already part of the Crossroads service and can
       be expanded.

       The key questions services should ask as they reflect on client
       feedback are:

              What   did we intend to do?
              What   did we do?
              What   happened? How do we know what happened?
              What   does this mean for changing our practice?

   2. Annually: An annual review of this policy and the client participation
      strategies will be undertaken by each program area as part of planning
      processes. Evaluations will inform Crossroads annual strategic
      planning.

Performance Indicators are included with each strategy to guide the
evaluation.

Feedback cards and/or surveys are to be provided to all clients within 3
months of closure with their engagement with Crossroads.




Crossroads Network Manual V1.1 - 2009                             Page 197 of 230
                                        ANNUAL CLIENT PARTICIPATION WORK PLAN 2008/9



                                                         Program Areas

                                                    Family Housing and Support
                                                          Mary Anderson
                                                  Youth Support and Development
                                                    Youth Housing and Support
                                                   Melbourne Counselling Service




Crossroads Network Manual V1.1 - 2009                           Page 198 of 230
PROGRAM AREA: FAMILY HOUSING AND SUPPORT

1. Strengthen and formalise existing models of client participation
Strategy              Outline                                      Frequency                 Responsibility      Resources    Performance
                                                                                                                 Required     indicators
Case management            All clients are encouraged to raise issues and    Ongoing         All program staff   Staff time   Staff to identify
                           provide feedback directly with their case                                                          client feedback in
                           workers. Issues raised may be dealt with                                                           case notes.
                           immediately by the worker, or may be raised
                           with the program team or program
                           managers. Issues raised are documented in
                           case notes.
Team meetings and          Dedicated time is allocated at each team          Ongoing         All program staff   Staff time   Client Participation
supervision                meeting or supervision session to consider                                                         an agenda item for
                           issues raised by clients. Issues and responses                                                     staff meetings and
                           are documented in a Client Participation Log.                                                      supervision
                                                                                                                              sessions.
Client Participation Log   Client issues are documented in a log book to     Ongoing         Team Leaders /      Staff time   Client Participation
                           identify common themes and issues. The log                        Program                          Log developed by
                           will identify the issues raised and the                           Managers /                       Crossroads for use
                           program response. Issues may be raised at                         Senior Managers                  by all Program
                           senior management level as appropriate and                                                         areas.
                           responses recorded.
                                                                                                                              Log considered as
                                                                                                                              part of both
                                                                                                                              program and
                                                                                                                              Crossroads planning
                                                                                                                              processes.
Service planning           Dedicate time at each service planning            Program and     All staff           Staff time   Client Participation
                           meeting to consider feedback from clients, to     service                                          an agenda item at
                           evaluate client participation strategies and to   planning days                                    each planning day.


Crossroads Network Manual V1.1 - 2009                                   Page 199 of 230
                            identify new strategies.
                                                                                                                                  Develop an updated
                                                                                                                                  client participation
                                                                                                                                  workplan for the
                                                                                                                                  following year.

2. Develop new initiatives to enhance opportunities for client participation
Strategy                Outline                                     Timeline                 Responsibility      Resources         Performance
                                                                                                                 Required          indicators
School holiday social       All families in transitional housing properties   One event      All program staff   Staff time and    4 social events
events                      invited to a social event (e.g. BBQ, pizza        each school    and Program         administration    annually.
                            afternoon) in the local area to be held during    holiday        Manager.
                            each school holiday period. Clients invited to    period.                            Chaplains to      Client feedback
                            provide feedback about the program as part                                           assist where      recorded in Client
                            of the day. This may involve time allocated to                                       possible.         Participation Log.
                            talk about the program and/or distributing
                            surveys to be completed during the day.
School holiday activities   Invite all children and young people to           2 activities   All program staff   Staff time and    2 social events
                            participate in an age-appropriate school          per year                           administration    annually.
                            holiday activity. Children and young people
                            invited to provide feedback about the                                                                  Client feedback
                            program as part of the day.                                                                            recorded in Client
                                                                                                                                   Participation Log.
Exit survey                 Develop an exit survey for all clients as part    Ongoing        All program staff   Staff time and    Develop exit survey.
                            of the exit assessment process. Surveys may                                          administration
                            be completed at the exit interview or                                                                  Surveys responses
                            returned at a later date via a stamped self                                                            collated annually and
                            addressed envelope.                                                                                    used to inform annual
                                                                                                                                   strategic planning.
                            Key questions to consider:
                                How did we support you?


Crossroads Network Manual V1.1 - 2009                                   Page 200 of 230
                                  Did we meet your needs?
                                  What other types of support could the
                                   service have offered?
Annual client survey       Develop an annual point-in-time survey to be    Annual       Team Leader   Staff time and   Develop survey.
                           distributed to all current clients.                                        administration
                                                                                                                       Distribute to all
                                                                                                                       current clients.

                                                                                                                       Surveys results
                                                                                                                       collated annually and
                                                                                                                       used to inform annual
                                                                                                                       strategic planning.

3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation
Strategy    Outline                                                    Timeline    Responsibility  Resources           Performance
                                                                                                   Required            indicators
Program     Develop a newsletter about program activities that is      Bi-annual   Dedicated staff Staff time and      Newsletter developed
newsletter  distributed to all clients. This would include information newsletter. member to       administration      and distributed bi-
            about how the program seeks feedback from clients and                  develop the                         annually.
            how it has responded to feedback from clients.                         newsletter
Crossroads  Collate information and case studies about client          Annual      Program Manager Staff time          At least two examples
annual      participation activities to be included in the Crossroads                                                  of client participation
report      annual report.                                                                                             activities to be included
                                                                                                                       in the Crossroads
                                                                                                                       annual report.




Crossroads Network Manual V1.1 - 2009                                 Page 201 of 230
PROGRAM AREA: MARY ANDERSON

1. Strengthen and formalise existing models of client participation
Strategy                  Outline                                 Frequency                  Responsibility   Resources        Performance
                                                                                                              Required         indicators
Case management                All clients are encouraged to raise           Ongoing         All program      Staff time       Staff to identify client
                               issues and provide feedback directly                          staff                             feedback in case notes.
                               with their case workers. Issues raised
                               may be dealt with immediately by the
                               worker or may be raised with the
                               program team or program managers.
                               Issues raised are documented in case
                               notes.
Team meetings and              Dedicated time is allocated at each           Ongoing         All program      Staff time       Client Participation an
supervision                    team meeting or supervision session to                        staff                             agenda item for staff
                               consider issues raised by clients. Issues                                                       meetings and
                               and responses are documented in a                                                               supervision sessions.
                               Client Participation Log.
Client Participation Log       Client issues are documented in a log         Ongoing         Team Leaders     Staff time       Client Participation Log
                               book to identify common themes and                                                              developed by
                               issues. The log will identify the issues                                                        Crossroads for use by
                               raised and the program response.                                                                all program areas.
                               Issues may be raised at senior
                               management level as appropriate and                                                             Log considered as part
                               responses recorded.                                                                             of program and
                                                                                                                               Crossroads planning
                                                                                                                               processes.
Exit survey                    Review current exit survey and update         Ongoing         Program          Staff time and   Review current exit
                               accordingly.                                                  Manger and all   administration   survey and finalise
                                                                                             program staff                     survey.



Crossroads Network Manual V1.1 - 2009                                      Page 202 of 230
                               Key questions to consider:
                               How did you access the service?                                                        Survey responses
                               When you arrived what did you need?                                                    collated annually and
                               How could your experience have been                                                    used to inform annual
                               better?                                                                                strategic planning.
                               What were your expectations of the
                               service?
                               Were your expectations met?
                               Did your expectations change?
                               Did the service help you to get where
                               you are now?

                               Finalise the exit survey and conduct
                               with all clients as part of the exit
                               assessment process. Ask each client
                               whether they give permission to be
                               contacted again as part of an annual
                               survey.
Service planning               Dedicate time at each service planning        Program /       All staff   Staff time   Client Participation an
                               meeting to consider feedback from             service                                  agenda item at each
                               clients, to evaluate client participation     planning days                            planning day.
                               strategies and to identify new
                               strategies.                                                                            Develop an updated
                                                                                                                      client participation
                                                                                                                      workplan for the
                                                                                                                      following year.




Crossroads Network Manual V1.1 - 2009                                      Page 203 of 230
2. Develop new initiatives to enhance opportunities for client participation
Strategy                 Outline                                 Timeline                 Responsibility   Resources        Performance
                                                                                                           Required         indicators
Crisis service evaluation   For clients who contact the service in         Ongoing        All staff        Staff time       Clients who give
                            crisis and may use the service once only,                                                       permission to be
                            ask for permission to contact them again                                                        contacted again are
                            as part of the annual survey process.                                                           sent annual client
                                                                                                                            survey.
Annual client survey        Develop an annual point-in-time survey to      Annual         Team Leader      Staff time and   Develop survey.
                            be distributed to all current clients and                                      administration
                            past clients who gave permission to be                                                          Distribute to all current
                            contacted again.                                                                                clients and past clients
                                                                                                                            who have given
                                                                                                                            permission.

                                                                                                                            Survey results collated
                                                                                                                            annually and used to
                                                                                                                            inform annual strategic
                                                                                                                            planning.
Client morning teas         Invite clients to a regular morning tea as a   Every 3-6      Team Leader      Staff time       Feedback collated on
                            social gathering and invite verbal and/or      months                                           day and discussed at
                            written feedback about the service as part                                                      next team meeting and
                            of the session.                                                                                 used to inform annual
                                                                                                                            strategic planning.




Crossroads Network Manual V1.1 - 2009                                   Page 204 of 230
3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation
Strategy    Outline                                           Timeline  Responsibility Resources Performance indicators
                                                                                       Required
Morning tea At each of the morning teas provide clients with 3-6 months Team Leader    Staff time  Time at each session dedicated to
events      a brief outline of how past feedback has been                                          providing feedback to clients.
            responded to and how it has influenced service
            development.
Crossroads  Collate information and case studies about client Annual    Program        Staff time  At least two examples of client
annual      participation activities to be included in the              Managers                   participation activities to be
report      Crossroads annual report.                                                              included in the Crossroads annual
                                                                                                   report.




Crossroads Network Manual V1.1 - 2009                          Page 205 of 230
PROGRAM AREA: YOUTH SUPPORT AND DEVELOPMENT

1. Strengthen and formalise existing models of client participation
Strategy                Outline                                   Frequency                 Responsibility   Resources    Performance
                                                                                                             Required     indicators
Case management              All clients are encouraged to raise issues     Ongoing         All program      Staff time   Staff to identify client
                             and provide feedback directly with their                       staff                         feedback in case notes.
                             case workers. Issues raised may be dealt
                             with immediately by the worker or may
                             be raised with the program team or
                             program managers. Issues raised are
                             documented in case notes.
Team meetings and            Dedicated time is allocated at each team       Ongoing         All program      Staff time   Client Participation an
supervision                  meeting or supervision session to                              staff                         agenda item for staff
                             consider issues raised by clients. Issues                                                    meetings and
                             and responses are documented in a Client                                                     supervision sessions.
                             Participation Log.
Client Participation Log     Client issues are documented in a log          Ongoing         Team leaders     Staff time   Client Participation Log
                             book to identify common themes and                                                           developed by
                             issues. The log will identify the issues                                                     Crossroads for use by
                             raised and the program response. Issues                                                      all Program areas.
                             may be raised at senior management
                             level as appropriate and responses                                                           Log considered as part
                             recorded.                                                                                    of program and
                                                                                                                          Crossroads planning
                                                                                                                          processes.
Service planning             Dedicate time at each service planning         Program /       All staff        Staff time   Client Participation an
                             meeting to consider feedback from              service                                       agenda item at each
                             clients, to evaluate client participation      planning days                                 planning day.
                             strategies and to identify new strategies.




Crossroads Network Manual V1.1 - 2009                                     Page 206 of 230
                                                                                                                            Develop an updated
                                                                                                                            client participation
                                                                                                                            workplan for the
                                                                                                                            following year.

2. Develop new initiatives to enhance opportunities for client participation
Strategy                  Outline                                Timeline                     Responsibility   Resources    Performance indicators
                                                                                                               Required
Annual client survey         Evaluate the trial of the Youth Transition       June-Dec        Program          Staff time   Exit survey finalised and
                             Program Exit Survey.                             2008            Manager                       distributed to all clients at
                                                                                                                            point of exit.
                             Finalise the survey based on the                 Dec 2008
                             evaluation.                                                                                    Surveys results collated
                                                                                                                            annually and used to
                             Provide all clients with the survey at point     Jan – June      All staff                     inform annual strategic
                             of exit                                          2008                                          planning.




Feedback from key            As part of case management processes,     Ongoing                All program      Staff time   Client Participation Log to
stakeholders                 collect feedback from families, employers                        staff                         include a section for other
                             and education providers and note these in                                                      stakeholders.
                             the Client Participation Log.




Crossroads Network Manual V1.1 - 2009                                       Page 207 of 230
3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation
Strategy     Outline                                                   Timeline Responsibility Resources    Performance indicators
                                                                                               Required
Case         Feedback given to clients as part of case management      Ongoing  All staff      Staff time   Feedback noted in case
management processes to inform them about how their ideas and                                               notes.
             issues have been responded to by the service /
             organisation.
Crossroads   Collate information and case studies about client         Annual   Program        Staff time   At least two examples of
annual       participation activities to be included in the Crossroads          Managers                    client participation activities
report       annual report.                                                                                 to be included in the
                                                                                                            Crossroads annual report.




Crossroads Network Manual V1.1 - 2009                        Page 208 of 230
PROGRAM AREA: YOUTH HOUSING AND SUPPORT

1. Strengthen and formalise existing models of client participation
Strategy                     Outline                               Frequency                Responsibility      Resources    Performance
                                                                                                                Required     indicators
Case management                   All clients are encouraged to raise         Ongoing       All program staff   Staff time   Staff to identify
                                  issues and provide feedback directly                                                       client feedback in
                                  with their case workers. Issues raised                                                     case notes.
                                  may be dealt with immediately by the
                                  worker or may be raised with the
                                  program team or program managers.
                                  Issues raised are documented in case
                                  notes.
Team meetings and supervision     Dedicated time is allocated at each         Ongoing       All program staff   Staff time   Client Participation
                                  team meeting or supervision session                                                        an agenda item for
                                  to consider issues raised by clients.                                                      staff meetings and
                                  Issues and responses are documented                                                        supervision
                                  in a Client Participation Log.                                                             sessions.
Client Participation Log          Client issues are documented in a log       Ongoing       Team leaders        Staff time   Client Participation
                                  book to identify common themes and                                                         Log developed by
                                  issues. The log will identify the issues                                                   Crossroads for use
                                  raised and the program response.                                                           by all Program
                                  Issues may be raised at senior                                                             areas.
                                  management level as appropriate and
                                  response recorded.                                                                         Log considered as
                                                                                                                             part of
                                                                                                                             Program and
                                                                                                                             Crossroads planning
                                                                                                                             processes.
Exit survey                       Distribute a survey to all clients as       Ongoing       All staff           Staff time   All feedback to be




Crossroads Network Manual V1.1 - 2009                                     Page 209 of 230
Strategy                          Outline                                      Frequency     Responsibility    Resources    Performance
                                                                                                               Required     indicators
                                  part of the exit assessment process.                                                      analysed.
                                  Surveys may be completed at the exit                       Program Manager
                                  interview or returned at a later date
                                  via a stamped self addressed
                                  envelope.

                                  Survey responses considered
                                  quarterly at staff meetings and
                                  provided to Crossroads.
House meetings                    Client to meet regularly for house           Ongoing       All staff         Staff time   Client feedback
                                  meetings.                                                                                 documented in
                                                                                                                            Client Participation
                                                                                                                            Log book.
Service planning                  Dedicate time at each service                Program /     All staff         Staff time   Client Participation
                                  planning meeting to consider                 service                                      an agenda item at
                                  feedback from clients, to evaluate           planning                                     each planning day.
                                  client participation strategies and to       days
                                  identify new strategies.                                                                  Develop an updated
                                                                                                                            client participation
                                                                                                                            workplan for the
                                                                                                                            following year.




Crossroads Network Manual V1.1 - 2009                                      Page 210 of 230
2. Develop new initiatives to enhance opportunities for client participation
Strategy                       Outline                              Timeline              Responsibility      Resources        Performance
                                                                                                              Required         indicators
Annual client survey              Develop an annual point-in-time           Annual        All program staff   Staff time and   Develop survey and
                                  survey to be distributed to all current                                     administration   distribute to all current
                                  clients.                                                                                     clients.

                                                                                                                               Survey results collated
                                                                                                                               annually and used to
                                                                                                                               inform annual strategic
                                                                                                                               planning.

3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation
Strategy     Outline                                                   Timeline Responsibility    Resources                    Performance
                                                                                                  Required                     indicators
Case         Feedback given to clients as part of case management      Ongoing  All staff         Staff time                   Feedback noted in case
management processes to inform them about how their ideas and                                                                  notes.
             issues have been responded to by the service /
             organisation.
Crossroads   Collate information and case studies about client         Annual   Program Managers  Staff time                   At least two examples
annual       participation activities to be included in the Crossroads                                                         of client participation
report       annual report.                                                                                                    activities to be included
                                                                                                                               in the Crossroads
                                                                                                                               annual report.




Crossroads Network Manual V1.1 - 2009                                   Page 211 of 230
PROGRAM AREA: MELBOURNE COUNSELLING SERVICE

1. Strengthen and formalise existing models of client participation
Strategy                    Outline                                            Frequency   Responsibility   Resources    Performance
                                                                                                            Required     indicators
Case management                 All clients are encouraged to raise issues     Ongoing     All program      Staff time   Staff to identify
                                and provide feedback directly with their                   staff                         client feedback in
                                counsellors. Issues raised may be dealt                                                  case notes.
                                with immediately by the counsellor or may
                                be raised with the program team or
                                program managers. Issues raised are
                                documented in case notes.
Team meetings and               Dedicated time is allocated at each team       Ongoing     All program      Staff time   Client Participation
supervision                     meeting or supervision session to consider                 staff                         an agenda item for
                                issues raised by clients.                                                                staff meetings and
                                                                                                                         supervision
                                Issues and responses are documented in a                                                 sessions.
                                Client Participation Log.
                                                                                                                         Trends identified to
                                Trends identified as part of this process to                                             inform community
                                inform community education work and may                                                  education work.
                                lead to funding proposals. MCS staff
                                meetings have a standing item (monthly)
                                for raising these issues.
Client Participation Log        Client issues are documented in a log book     Ongoing     Team leaders     Staff time   Client Participation
                                to identify common themes and issues. The                                                Log developed by
                                log will identify the issues raised and the                                              Crossroads for use
                                program response. Issues may be raised at                                                by all program
                                senior management level as appropriate                                                   areas.
                                and responses recorded.
                                                                                                                         Log considered as


Crossroads Network Manual V1.1 - 2009                                 Page 212 of 230
                                                                                                                      part of
                                                                                                                      program and
                                                                                                                      Crossroads planning
                                                                                                                      processes.
Exit evaluation surveys         All clients are invited to complete an           Ongoing     All staff   Staff time   Distribute survey to
                                evaluation survey at case closure.                                                    all clients who agree
                                                                                                                      to participate.
                                Review and update the evaluation                             Program
                                questions annually.                                          Manager                  Survey results
                                                                                                                      collated and used to
                                Collate survey responses in the Client                                                inform annual
                                Participation Log.                                                                    strategic planning.

Suggestion box                  Maintain suggestion box in reception.            Ongoing     Program     Staff time   Encourage feedback
                                                                                             Manager                  by displaying the
                                                                                                                      suggestions received
                                                                                                                      and the program
                                                                                                                      response.
Client educators /              8 past clients are invited to be trained as      Ongoing     Program     Staff time
spokespeople                    spokespeople on gambling and participate                     Manager
                                in public events on behalf of Melbourne
                                Counselling Service.
Service planning                Dedicate time at each service planning           Program /   All staff   Staff time   Client Participation
                                meeting to consider feedback from clients,       service                              an agenda item at
                                to evaluate client participation strategies      planning                             each planning day.
                                and to identify new strategies.                  days
                                                                                                                      Develop an updated
                                                                                                                      client participation
                                                                                                                      workplan for the
                                                                                                                      following year.




Crossroads Network Manual V1.1 - 2009                                    Page 213 of 230
2. Develop new initiatives to enhance opportunities for client participation
Strategy                     Outline                                   Timeline            Responsibility   Resources        Performance
                                                                                                            Required         indicators
Annual client survey            Develop an annual point-in-time survey to        Annual    All program      Staff time and   Develop survey.
                                be distributed to all current clients. Clients             staff            administration
                                asked if they would participate in follow-up                                                 Distribute to all current
                                interviews.                                                                                  clients.

                                One-on-one interviews with clients who                                                       Surveys results collated
                                have elected to participate. To be                                                           annually and used to
                                undertaken by external consultants.                                                          inform annual strategic
                                                                                                                             planning.
                                Key questions to include:
                                    Did the service support you in your
                                      change goals?
                                    Was it difficult to access the
                                      service? What could have made it
                                      easier to access the service?
                                    What creative ideas can you think of
                                      to improve the service to assist
                                      other clients?
                                    Did you want a type of support that
                                      was not available?




Crossroads Network Manual V1.1 - 2009                                    Page 214 of 230
3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation
Strategy    Outline                                                         Timeline   Responsibility Resources        Performance
                                                                                                      Required         indicators
Program     Dedicate a section of G-Word to client participation and        In each G- Staff member   Staff time and   A section of G- word
newsletter  outline how clients can get involved and how the program        word       developing G-  administration   dedicated to client
            responds to feedback.                                                      word                            participation activities.
Crossroads  Collate information and case studies about client participation Annual     Program        Staff time       At least two examples
annual      activities to be included in the Crossroads annual report.                 Managers                        of client participation
report                                                                                                                 activities to be included
                                                                                                                       in the Crossroads
                                                                                                                       annual report.




Crossroads Network Manual V1.1 - 2009                            Page 215 of 230
CROSSROADS

4. Better integrate client participation into organisational planning and reporting processes.
Strategy                Outline                                               Timeline Responsibility Resources              Performance
                                                                                                      Required               indicators
Client Participation    Senior Managers to develop a Client Participation Log Jul- Sept Senior        Staff time             Client Participation
Log                     in consultation with each Program Manager.            2008      managers                             Log developed.

                         Senior managers to review the Client Participation                                                  Client Participation
                         Logs developed by each program quarterly to identify                                                Log a quarterly
                         common themes.                                             Quarterly                                agenda item for
                                                                                                                             senior management
                                                                                                                             meetings.
Crossroads annual        Crossroads to develop an annual report which includes      Annual      Senior         Staff time    Annual report
report                   information about client participation activities across               managers                     developed.
                         each of the program areas.
Planning day             Hold annual strategic planning meetings with all           Annual      All staff      Staff time    Annual Crossroads
                         program staff. Time dedicated to evaluate client                                                    strategic planning
                         participation activities and to the Crossroads client                                               day.
                         participation workplan for next year.

5. Consider future strategies that will further increase levels of participation.
Suggested Strategy                                Outline
1. Peer interviewers                              Explore opportunities for clients to be trained as peer educators to undertake surveys and
                                                  focus groups. Consider the Peer Education Support Program, Council to Homeless Persons.
2. Client participation at management meetings    Explore opportunities for clients to participate in management team meetings.
3. Crossroads focus groups                        Explore opportunities to bring together clients from across all programs to participate in a
                                                  focus group to consider Crossroads services.




Crossroads Network Manual V1.1 - 2009                                   Page 216 of 230
                                     Staff Support & Supervision Policy
                        th
DATE APPROVED:       17 May 2009
DATE FOR REVIEW:     16th May 2012



Introduction
This policy has been produced to clarify the goals, principles and good
practice associated with supervision. It details the key functions performed
within supervision, shared obligations and the framework within which
supervision takes place.

Crossroads Y&FS is committed to providing all staff with the supervision and
support they require to carry out the responsibilities of their job. Supervision
works best when there is clear understanding between those involved about
their respective roles and responsibilities.

Aims
To ensure that Supervision and support is delivered in a consistent way across
all Crossroads Y&FS services.

To clarify the responsibilities and expectations of both parties participating in
Crossroads Y&FS support and supervision.

Practice
Supervision within Crossroads Y&FS aims to:

Reflect the values, vision and mission of Crossroads Y&FS
Assist all staff to use their combined knowledge and experience
Promote good practice and reflective learning amongst all staff
Encourage personal development and responsibility for active learning
Encourage flexibility and creativity with all the resources available so
That our clients can be provided with the best possible service
Recognise clients interests, preferences, promoting rights and aim to include
them in all aspects of service delivery


Review and Monitoring
Adoption :
Review Date :


Support and Supervision Standards
Introduction
This document seeks to clarify expectations and provide agreement on the
framework within staff support and supervision can take place.



Crossroads Network Manual V1.1 - 2009                               Page 217 of 230
What support and supervision can workers expect from Crossroads Y&FS
managers and team leaders?

New or staff changing role will have a detailed induction plan agreed with
their line manager that addresses their particular learning needs and role:
Unless there are exceptional circumstances that have been negotiated
between the worker and their manager, all workers can expect to have
fortnightly planned structured supervision sessions from their team
leader/manager.

A yearly review that will agree a detailed individual work-plan to focus their
work, plan for job development and how learning needs can be met.
Regular team meetings, usually fortnightly, where practice issues can be
discussed, information shared, issues addressed jointly and support gained
from team leader/manager and colleagues.
Following serious incidents the member of staff / staff team will meet as soon
as possible to plan follow up action and allow the worker / group time for
debriefing and support. This may happen as part of the regular team meeting
and time will be allowed for this. If the incident warrants it external critical
incident debriefing will be arranged.
Managers & team leaders will encourage staff to talk over issues as they arise
where workers feel the issue is of sufficient importance that it cannot wait
until planned support and supervision.
Additional support and supervision can be agreed individually between staff
and team leaders/manager where their may be specific issues or development
required.
Staff will be encouraged to use each other for ad-hoc peer support.
There may be times when a mentor is used over and above formal
supervision. Time will be made available for both mentor and worker to meet.
For some positions or because it is deemed necessary external supervision
may be provided.


Obligations in the Supervision Relationship
The Supervisor and Supervisee will both: -
Treat each other with respect, listening carefully to allow issues to be
explored in depth and in a style that suits both people.
Be realistic, open and honest with each other
Allow the amount of time agree / necessary for full discussion
Plan in advance to give supervision a high priority, with both parties preparing
for the session in advance
Accept conflict or disagreement in a positive way without getting defensive

Key functions of a good supervisor
There are 3 main functions that a supervisor must include for good
supervision:



Crossroads Network Manual V1.1 - 2009                             Page 218 of 230
Supportive – assisting workers to feel supported in their day to day work –
this may include how they deal with feelings associated with their support
work role, frustrations, concerns as well as identifying and giving feedback
Learning and Developmental – Helping to improve workers professional
skills and knowledge. Encouragement of active learning and reflection of day
to day practice
Practice – Overseeing all aspects of work and monitoring of quality of
service delivery within Crossroads Y&FS and external regulatory bodies and
standards

Supervision Framework
It is a requirement that Supervisor and supervisee agree certain basic
boundaries and expectations. It is important to regularly review and monitor
these to check that they are working for both parties.

This should usually be done as the first task of supervision by agreeing a
Supervision Contract to clarify some of the following:
    When, where and for how long will supervision take place?
    How often will it take place?
    How and in what circumstances will it be re-arranged?
    What formal record will be kept?
    Are any interruptions allowed?
    What preparations are necessary by each person?
    What are the agreed boundaries of confidentiality? Is there information
       that the team leader/manager may have to share with their manager?

Related Documents
Critical Incident Policy
TSA H R Manual – Manage People Performance
                       Discipline
                       Performance Counselling




Crossroads Network Manual V1.1 - 2009                           Page 219 of 230
                                               Duty of Care Statement

Statement

Crossroads Youth & Family Service are committed to the policy and principles
of The Department of Human Services (Victoria), „Duty of Care‟ (2000)
document. Employees must comply with the law relating to negligence in all
aspects of their work. Individual programs‟ policies and procedures are
consistent with obligations arising from the Department of Human Services
(Victoria) „Duty of Care‟ (2000).

Duty of care is balanced with dignity of risk, i.e. the right of informed
individuals to take calculated risks. Everyone has the right to an assumption
of competence. Informed decision-making involves a general awareness of
the consequences of a decision and any decision is made voluntarily and
without coercion.

Duty of care is breached by failing to do what is reasonable, or by doing
something unreasonable that results in harm, loss, or injury to another. This
can be physical harm, economic loss, or psychological trauma.

The law of negligence affects the way The Salvation Army delivers services. It
sets minimum standards for programs in the way that services are delivered.
All program staff will, at all times, provide a standard of care that is
reasonable and consistent with the policies and procedures outlined in the
Department of Human Services (Victoria) „Duty of Care‟ (2000) Manual.

Related Standards, Policies & Procedures

Duty of Care, Department of Human Services (2000)




Crossroads Network Manual V1.1 - 2009                            Page 220 of 230
                                              Crossroads Privacy Policy
DATE APPROVED: 1st July 2009
DATE FOR REVIEW: 30th June 2012


Purpose

To ensure that Crossroads protects the privacy of all personal information
collected and recognises that importance of treating personal information
confidentially.

Crossroads is committed to satisfying all legal and ethical obligations
regarding the protection of private and confidential information.

Guidelines

Crossroads collects and administers a range of personal information for the
purposes of providing a range of support services. Crossroads is committed to
protecting the privacy of personal information it collects, holds and
administers.

Scope

This policy applies to all full-time, part-time and casual employees of
Crossroads. This policy also applies to students and volunteers.

Responsibility

It is the responsibility of Senior Management, Program Managers and Team
Leaders to ensure that staff adhere to this policy and uphold the right to
privacy of all Crossroads clients.

It is the responsibility of the Program Management Team to monitor changes
in privacy legislation and to review and adapt this policy in response to
legislative changes.




Crossroads Network Manual V1.1 - 2009                              Page 221 of 230
National Privacy Principles

Collection

Crossroads will:
   1. Only collect information that is necessary for the performance and
      primary function of service provision.
   2. Inform clients that we are collecting information and why we collect
      the information and how it is administered.

Use & Disclosure

   1. Crossroads will only use or disclose information for the primary
      purpose for which the information was collected or a directly related
      second purpose.
   2. For other uses Crossroads will obtain consent from the client
      concerned.
   3. Crossroads will only disclose information in other circumstances where
      bound by legislative requirements.

Data Quality

Crossroads will take reasonable steps to ensure that the information we
collect is accurate, complete, up-to-date, and relevant to functions that
we perform.

Data Security

Crossroads safeguards the information that we collect and store against
misuse, loss, unauthorised access and modification.

Openness

Crossroads will:
   1. take all reasonable steps to ensure that people are aware we heave a
      privacy policy and that a copy is available on request.
   2. make this information freely available in relevant publications and on
      the Crossroads website.




Crossroads Network Manual V1.1 - 2009                           Page 222 of 230
Access and Correction

Crossroads will ensure individuals have a right to seek access to information
held about them and to request that a documented note be included in their
information where they believe that information is incorrect, inaccurate,
misleading or not up to date.

Identifiers

Crossroads do not use other external identifiers such as license numbers or
social security information as client identifiers in providing a service.
Crossroads programs use identifiers in accordance with the National Privacy
Principles and Funding and Service Agreements.

Anonymity

Crossroads will give clients the option of not identifying themselves when
completing evaluation forms or opinion surveys.

Sensitive Information

Crossroads can:
   1. only release personal information about a person with that person‟s
      expressed permission. For personal information to be released, the
      client concerned must sign a consent form.
   2. release information to third parties where it is requested by the person
      concerned.

Minors
Crossroads has adopted the policy of the Federal Privacy Commissioner in
regard to minors and the law of consent.

Crossroads position is that young people have the ability to provide consent
when he or she has sufficient understanding and maturity to understand what
is being proposed.

Each case is to be addressed individually, and where appropriate, should be
sought in a parent of legal guardian.

Duty of Care

Crossroads will disclose information when:

      there is a risk of harm to one self or others
      required by law (e.g. subpoenas)
      there is an immediate risk to the safety and wellbeing of a dependant
       child or children.

Crossroads Network Manual V1.1 - 2009                            Page 223 of 230
Disclosure of personal information without informed consent must have the
approval of the program manager.

Related Standards, Policies & Procedures

      Salvation Army Australian Southern Territory Privacy Policy Minute IPP
       1102
      The Salvation Army Australian Southern Territory Privacy Statement
      Your rights and responsibilities explained, The Client Charter for
       community managed housing and homelessness
      Code of Practice for Specialist Family Violence Services for Women and
       Children
      The Privacy Act 1988 (Commonwealth)
      The Information Privacy Act 2000 (Victoria)
      The Health Records Act 2001 (Victoria)
      HASS Section 1.4
      Australian Southern Territory Social Programme Resource, 2006.
       Dealing With Subpoenas
      Australian Southern Territory Social Programme Resource, 2006. Case
       Notes


      This policy has been adapted from the Victorian Council of Social Services, VCOSS
       Manual for Social Services and the Public Interest Law Clearing House (PILCH),
       Guidelines for Complying with the Client Confidentiality and Privacy Policy 2007




Crossroads Network Manual V1.1 - 2009                                        Page 224 of 230
                                      Network Case Management Policy
Purpose
This policy provides a framework for purposeful case management across the
network of Crossroads Youth and Family Services in line with organisational
philosophy and legislation. At the same time this policy provides flexibility for
adapting to the needs of different program areas.

Scope
This policy applies to all full time, part-time and casual staff with casework
responsibilities across the Crossroads Network.

Service Principle
All casework is governed by Crossroads‟ philosophy, core values and principles of
good practice. Accordingly, all case workers undertake a unified, holistic and rights-
based approach to supporting clients, with compassion and professional integrity.

Policy Statements
     Case Management must be collaborative, client-focussed and concerned with
        empowering people to make their own decisions in addressing their needs and
        those of their children.
       The Crossroads Network of Youth and Family Services recognises it has a duty of
        care to all clients, particularly in regards to their safety at a time of crisis.
       Case management will be undertaken by trained and skilled case workers with
        access to relevant legislation and written information and supported by an
        experienced and skilled supervisor.
       In line with its duty of care responsibilities Crossroads will ensure that no client
        or child is left without a case worker.

Responsibility
Program Managers and Team Leaders
Program Managers and Team Leaders are responsible for:
     developing practice guidelines specific to their program areas that align with
       this Network Casework Policy
     developing a framework specific to their program areas for evaluating
       casework and engaging staff in a process of continuous improvement
     ensuring all staff provide case management services in line with this policy
     ensuring all casework staff have access to:
        all relevant information and legislation
        effective induction, supervision, professional development and debriefing
     allocating cases and monitoring caseloads
     monitoring casework through supervision
     formally reviewing each case worker‟s adherence to the organisation‟s ethical
       and case management practices as part of the annual performance appraisal
       process.




Crossroads Network Manual V1.1 - 2009                                       Page 225 of 230
Case workers
All staff with casework responsibilities must operate within Crossroads‟ philosophical
and ethical framework in all elements of case management.
Case workers should familiarise themselves with the relevant organisational documents
informing Crossroads‟ philosophical and ethical framework. These documents include:
      Salvation Army Southern Territory Mission Values
      Crossroads Mission
      Specific program values that reflect and build on Southern Territory Mission
        Values
      Salvation Army – Australian Southern Territory Employee Code of Conduct
      Australian Association of Social Work Code of Ethics
      Clients Rights
      Duty of Care
      Access, Equity and Non-discrimination

Note: Staff will be informed of these documents and be made aware of Crossroads‟
ethical practices through induction, professional development and supervision.

Definition/Elements of Case Management
The following diagram, adapted from Case Management Resource Kit for SAAP Services,
provides a conceptual definition of case management and illustrates the elements of client-
focussed case management at Crossroads Youth and Family Services.



                                                                            Initial
        Principles of Good Practice                                      Assessment
         Inclusive access and equity/
           freedom from discrimination                                                    Program
                                                            Evaluation
         Human rights upheld                                                            Orientation
         Client self-determination
         Client focussed and needs based
         Transparency                               Exit Planning/       Clients             Assessment
         Confidentiality and privacy                Case Closure        (potential,            & Case
                                                                                               Planning
         Effectiveness and efficiency                                     actual
         Duty of care/ Freedom from Abuse                               and past)
           and Harm                                        Ongoing                        Supported
         Monitored                                       Monitoring &                    Referrals
         Documented                                        Review
         Continuous improvement                                            Case
                                                                         Co-ordination




Crossroads Network Manual V1.1 - 2009                                                Page 226 of 230
Principles of Good Practice
The following table briefly outlines the key features of the good practice principles
applied at Crossroads Youth and Family Services:

 Principle       Summary
 Inclusive        Programs should be culturally appropriate- this includes being
 access and        inclusive of gender, language, religious, ethnic, social, economic
 equity/           backgrounds, sexual preferences, abilities and disabilities.
 freedom from     Programs must not discriminate directly or indirectly on the
 discrimination    grounds of gender, race, ethnicity, age, ability, religion,
                   sexuality or communicable disease status.
 Human rights     Programs take a rights based approach to case management
 upheld            where rights and responsibilities for clients are clear and
                   documented and are in line with the Victorian Charter of
                   Human Rights
                  Staff understand and consciously promote and uphold the
                   rights of their clients in all aspects of case management.
 Client self-     Clients are consulted and intrinsically involved in making
 determination     decisions that affect their lives at every stage in the case
                   management process.
                  Client feedback is sought on the way programs are promoted
                   and delivered.
                  Opportunities are sought to enable client participation in
                   running the program.
 Client           Clients are seen as experts in their own lives and are engaged
 focussed and      in determining and prioritising their needs.
 needs based      Programs are provided in flexible ways to address the differing
                   needs of clients.
                  Clients are consulted and supported appropriately when being
                   referred to an external agency or other Crossroads program.
 Transparent      Program eligibility is clear and openly promoted.
                  Case workers engage with clients in an open and respectful
                   professional manner with no hidden agendas.
 Confidentiality  Programs have policies and procedures in place to protect
 and privacy       against improper access to personal information as they
                   collect, review, transmit or store personal information of past
                   and current clients.
                  Staff must seek written approval before disclosing personal
                   information to a third party.
                  Clients must be informed of the legal and duty of care
                   obligations of the program/ case worker to disclose a client‟s
                   personal information.
 Effective and    Programs will employ suitably qualified and skilled staff to
 efficient         effectively address the needs of individual clients.
                  Programs across the Crossroads Network will collaborate
                   effectively to provide a co-ordinated response to each client.
                  Casework is outcomes based allowing for clear monitoring of
                   achieving goals and effective evaluation.
                  Casework practices are developed in accordance with relevant
                   legislation and statutory guidelines.
 Duty of care/    Providing services in a manner that supports the safety,


Crossroads Network Manual V1.1 - 2009                                    Page 227 of 230
 Principle          Summary
 Freedom from         welfare and wellbeing of young people and families.
 Abuse and           Essential to this is the conducting of risk assessments with the
 Harm                 client and their accompanying children and utilising appropriate
                      interpreter and translation services throughout the case
                      management process.
 Monitored           Clients are involved in monitoring and evaluating their case
                      plans and their progress in achieving personal/case goals.
                     Progress in achieving goals/outcome is documented.
                     Case management is monitored through regular supervision.
 Documented          All clients must have a documented case plan and case
                      management file that are kept up to date and written in
                      respectful and non-judgemental language in line with the
                       Salvation Army Social Programs Case Note Policy
                     Case workers will record all aspects of casework in a timely
                      manner and sign and date entries.
 Continuous          Case workers continuously reflect on their practice and are
 improvement          supported to strive for continuous improvement through
                      supervision and professional development.

Establishing Systems for Efficient and Effective Case Management
Each program with case management responsibilities must develop documented,
sustainable systems for ensuring efficient and effective case management and
reflecting the above good practice principles.
Key systems required
Key case management systems for each program within the network would include:
     Program eligibility
     Screening/Initial Assessment
     Introducing client to the program/Service orientation
     Assessment & Case Planning
     Supported Referrals
     Case Co-ordination
     Ongoing Monitoring & Review
     Exit Planning/Case Closure
Components of each system
The above case management systems may include the following components:
     Clear statements of the purpose - what the system is intended to achieve
     Policy statements, legislation and other guiding documents for staff to refer to
     Detailed description of processes that need to be in place including risk
       assessments
     Tasks and responsibilities described and assigned
     Strategies for ensuring staff are skilled in case management and client risk
       assessments
     Strategies for communicating components of the system to staff
     Processes for allocating cases and monitoring case loads
     Processes for evaluating the system evaluation and engaging staff in
       continuous improvement
     Documents required to be completed in each element of the case
       management process

Crossroads Network Manual V1.1 - 2009                                  Page 228 of 230
  The components of each system may be represented in the following diagram:


                                                  What is the system
                                                  intended to achieve?
                                                      Purpose
                                                      Outcomes


 Responsibilities
    defined



                                          What must be done to achieve
                                          purpose and outcomes?
                                           Planning Processes                            Responsibilities defined
                                           Data Collection                                Legislation
                                           Descriptions (Policies and Procedures)         Statutory Guidelines
          Review of records                                                                Job descriptions
                                           Processes and Tasks
        Annual review                                                                     Policies & procedures
                                           People and Training
        On-going monitoring
                                           Equipment and resources required
        Seeking feedback on
                                           Integration/links with other systems
         the effectiveness of
         documents




                                                Records of implementation e.g.
                                                   Checklists
                                                   Intake forms
(Adapted from QICSA                                Case plans
documentation)                                     Evaluation forms
                                                   Information packs
                                                   Minutes of meetings
                                                   Reports
                                                   Client feedback
                                                      forms




  Crossroads Network Manual V1.1 - 2009                                              Page 229 of 230
Monitoring and Evaluating this Network Case Management Policy
This policy will be reviewed at least every three years by the Senior Management
Team to ensure that it remains current and relevant to all programs within the
Crossroads Network.


Related Standards, Policies and Procedures
    Crossroads Supported Referrals Policy
    Crossroads Network Client Policy
    Crossroads Network Outreach Policy
    Salvation Army-Australian Southern Territory Social Programs Case Note Policy
    Salvation Army-Australian Southern Territory Employee Code of Conduct




Crossroads Network Manual V1.1 - 2009                                Page 230 of 230

				
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