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Title Page 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 Organisational Structure GENERAL MANAGER CHAPLAINCY SENIOR MANAGER Counselling & Community Support Services MANAGER Youth Housing & Support Tranmere Street Youth Refuge TSAY Leaving Care Intensive Case Management MANAGER Youth Support & Development Early School Leavers Youth Transitional Support Reconnect Support for Young People that Really Counts Crossroads Network Manual V1.1 - 2009 SENIOR MANAGER Family & Community Capacity Services MANAGER Melbourne Counselling Gamblers Help Financial Counselling Generalist Counselling MANAGER Mary Anderson FVS MANAGER Family Housing & Support Team Leader Team Leader Family Violence Service Crisis Transitional Outreach 24/7 After hours Service Family Housing and Support Service Hume & Moreland Sunbury Moonee Valley Brimbank Currawong Sexual Assault Counselling Page 11 of 230 COMMUNITY DEVELOPMENT Community Gardening Developing Local Capacity RESEARCH PROJECTS SENIOR OPERATIONAL SUPPORT MANAGER Reception & Admin Support MANAGER Network Tenancy & Property Project Officer Quality Improvement Human Resources Document Type: Author: Application: Code: Issue: Reviewed: Policy Sue Ackerly HR Manual February 2008 Induction 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 Document Type: Author: Application: Code: Issue: Reviewed: Information Management Employee Files Policy Lindsay Hussey TSA HR Manual 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-todate 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-todate 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Lindsay Hussey TSA HR Manual Employee Assistance Program 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 Crossroads Network Manual V1.1 - 2009 Page 23 of 230 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Carol Shaw TSA HR Manual Employee Code of Conducts August 2006 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. Crossroads Network Manual V1.1 - 2009 Page 26 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 30 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 35 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 37 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 38 of 230 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Jade Smaniotto TSA HR Manual Employee Discipline Policy 09/06/2004 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 . Crossroads Network Manual V1.1 - 2009 Page 40 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 41 of 230 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: Author: Application: Code: Issue: Reviewed: Policy Ellie Halse TSA HR Manual 01/06/2004 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. Crossroads Network Manual V1.1 - 2009 Page 43 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 44 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 45 of 230 Related Processes, Procedures, Forms & Tools Formal Grievance Procedure Flowchart Crossroads Network Manual V1.1 - 2009 Page 46 of 230 Prevention of Harassment, Discrimination and Bullying Document Type: Author: Application: Code: Issue: Reviewed: Policy Ellie Halse TSA HR Manual 20/06/2004 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 Crossroads Network Manual V1.1 - 2009 Page 47 of 230 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? Crossroads Network Manual V1.1 - 2009 Page 48 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 49 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 50 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 51 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 52 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Continuity of Service and Transfers Policy Lindsay Hussey TSA HR Manual 29/12/2005 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. Crossroads Network Manual V1.1 - 2009 Page 55 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 56 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Policy Sue Ackerly TSA HR Manual Probation 13/08/2008 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Jade Samaniotto TSA HR Manual Performance Counselling December 2006 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Recruitment & Selection TSA HR Manual 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. Preemployment 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Kim Perry & Mark Rowe TSA HR Manual Remuneration 07/08/2008 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 nonaward/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 nonaward 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 Document Type: Author: Application: Code: Issue: Reviewed: Termination of Employment - Dismissal Policy Michael Hansen TSA HR Manual 13/08/2008 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, nondiscriminatory 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 prorata 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 Document Type: Author: Application: Code: Issue: Reviewed: Termination of Employment - Redundancy Policy Michael Hansen TSA HR Manual 09/01/2006 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, nondiscriminatory 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. Crossroads Network Manual V1.1 - 2009 Page 76 of 230 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 parttime 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 Crossroads Network Manual V1.1 - 2009 Page 77 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 78 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 79 of 230 Document Type: Author: Application: Code: Issue: Reviewed: The Employee/Employer Relationship Policy Janelle Bricknell HR Manual 01/06/2004 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; Crossroads Network Manual V1.1 - 2009 Page 80 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 81 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 82 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 83 of 230 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: Crossroads Network Manual V1.1 - 2009 Page 84 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 85 of 230 Information Management – Notification of Change to Employment Document Type: Author: Application: Code: Issue: Reviewed: Policy Lindsay Hussey TSA HR Manual 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 Crossroads Network Manual V1.1 - 2009 Page 86 of 230 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) Crossroads Network Manual V1.1 - 2009 Page 87 of 230 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 fulltime 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 Crossroads Network Manual V1.1 - 2009 Page 88 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Policy Kim Perry & Col Fletcher TSA HR Manual Leave Entitlements 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 Crossroads Network Manual V1.1 - 2009 Page 89 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 90 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 91 of 230 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: Crossroads Network Manual V1.1 - 2009 Page 92 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 93 of 230 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 fulltime 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. Crossroads Network Manual V1.1 - 2009 Page 94 of 230 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 exnuptial 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 Crossroads Network Manual V1.1 - 2009 Page 95 of 230 Related Legislation http://www.defence.gov.au/reserves/Employer_Support_Payments_18.asp Crossroads Network Manual V1.1 - 2009 Page 96 of 230 Eligibility to Work in Australia and The Salvation Army Document Type: Author: Application: Code: Issue: Reviewed: Policy Carol Shaw TSA HR Manual 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, Crossroads Network Manual V1.1 - 2009 Page 97 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 98 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 99 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 100 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 101 of 230 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. selfemployed 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. Crossroads Network Manual V1.1 - 2009 Page 102 of 230 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) Crossroads Network Manual V1.1 - 2009 Page 103 of 230 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 Document Type: Author: Application: Code: Issue: Reviewed: Minute Raymond Finger Operations IPP 0908 23/12/2008 Privacy (IPP) 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 Crossroads Network Manual V1.1 - 2009 Page 105 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 106 of 230 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). Crossroads Network Manual V1.1 - 2009 Page 107 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Minute John L Jeffrey TSA HR Manual Employees Education & Training 10/06/2003 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 prorata 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. Crossroads Network Manual V1.1 - 2009 Page 108 of 230 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 DATE APPROVED: DATE AMENDED: 17th June 2009 16th June 2012 Student Placement Policy 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. Crossroads Network Manual V1.1 - 2009 Page 110 of 230 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: Author: Application: Code: Issue: Reviewed: Minute TSA HR Manual SHA Attach 1 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Raymond Finger Minute Book IMP 1108 11th November 2008 Imprest Policy 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 Document Type: Author: Application: Code: Issue: Reviewed: Policy Raymond Finger Minute Book PUP 1207 11th November 2008 Purchasing Policy 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 Under $250.00 Petty Cash Expense Reimbursement Manual Purchase Order System Purchase Order X X X X X X X X X Less than $500 $500 or more but less than $1,000 $1,000 or more X 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 DATE APPROVED: DATE FOR REVIEW: 6th February 2008 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 Document Type: Author: Application: Code: Issue: Reviewed: Mobile Phone Requisition Guidelines Minute Leslie Strong Operations MPR 0600 14/07/2003 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: Author: Application: Code: Issue: Reviewed: Minute Major Raymond Finger TSA HR Manual AUF1108 11th November 2008 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 Commercial Vehicle DC FBT GST GMB Officer Tool of Trade SAAP Southern Territory TSA TFC Australian Taxation Office Four Wheel Drive, Utility, Van, Bus or Truck Divisional Commander Fringe Benefits Tax Goods and Service Tax General Management Board Commissioned officers on active service, Envoys and Candidate Helpers in full-time service on officer conditions and in an appointment. Tool of Trade motor vehicles are commercial and noncommercial vehicles that are predominantly used for The Salvation Army purposes. Supported Accommodation and Assistance Programme. All divisions/region, Aged Care, Salvos Stores, Employment Plus The Salvation Army (Southern Territory) 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 Holden Commodore General Use by Omega (Sedan/Wagon) Officers/Employees Holden Astra or General Use by equivalent (Sedan/Hatch) Officers/Employees People Movers Officers with more than 3 children Vans, Trucks, Utilities, General Use as required Buses & Pool Vehicles Vehicle Category 1,2, 3 1,2, 3 1, 3 3 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 refuelling (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 DATE APPROVED: DATE FOR REVIEW: 2nd July 2008 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 DATE APPROVED: DATE FOR REVIEW: 5th March 2008 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: DATE FOR REVIEW: 1st October 2008 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. Crossroads Network Manual V1.1 - 2009 Page 149 of 230 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 Document Type: Author: Application: Code: Issue: Reviewed: Business Continuity Management Policy Policy Peter May TSA RM Manual 05/12/2006 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 Crossroads Network Manual V1.1 - 2009 Page 151 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 152 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 153 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 155 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Business Continuity Model (Background) Minute TSA HR Manual 05/12/2006 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 Crossroads Network Manual V1.1 - 2009 Page 156 of 230 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? Crossroads Network Manual V1.1 - 2009 Page 157 of 230 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 recreation of all necessary records, review of procedures with a view to deleting unnecessary activities and making improvements. Crossroads Network Manual V1.1 - 2009 Page 158 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Occupational Health & Safety Policy Policy Peter May TSA RM Manual 05/12/2006 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). Crossroads Network Manual V1.1 - 2009 Page 159 of 230 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; Crossroads Network Manual V1.1 - 2009 Page 160 of 230 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; Crossroads Network Manual V1.1 - 2009 Page 161 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 162 of 230 Document Type: Author: Application: Code: Issue: Reviewed: Policy Peter May TSA RM Manual OHS Management 05/05/2009 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. Crossroads Network Manual V1.1 - 2009 Page 163 of 230 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: Crossroads Network Manual V1.1 - 2009 Page 164 of 230 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. Crossroads Network Manual V1.1 - 2009 Page 165 of 230 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 Crossroads Network Manual V1.1 - 2009 Page 166 of 230 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: Author: Application: Code: Issue: Reviewed: Policy & Procedure Manual RM Manual 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: Author: Application: Code: Issue: Reviewed: Policy TSA HR Manual 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 See also OHS-07 See also OHS-08 See also OHS-09 OHS Training Procedure Incident Reporting and Investigation Procedure Contractor and Visitor Safety Procedure 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-AC38AEC1CD274CDA/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 DATE APPROVED: DATE FOR REVIEW: 10th June 2009 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 2 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’. 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 communitymanaged housing and homelessness services. Crossroads Network Manual V1.1 - 2009 Page 180 of 230 Complaints Flow Chart APPENDIX 1 Complainant H A S or A D V O C A T E Case worker Team Leader Program Manager or T R I B U N A L R E S O L V E D Senior Manager General Manager 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 Improvement Logged External Body or Upper Level of The 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: Complainant Signature: Yes Employee Signature: No No (Pages __ ) Date: 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: DATE FOR REVIEW: 12th June 2008 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 4 5 6 priority 7 8 priority 9 priority URGENCY* Low Medium 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 DATE APPROVED: DATE FOR REVIEW: 1st October 2008 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 DATE APPROVED: 1st July 2009 DATE FOR REVIEW: 30th June 2012 Network Client Policy 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 DATE APPROVED: DATE FOR REVIEW: 10th June 2009 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: DATE FOR REVIEW: 1st July 2009 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 What What What did we intend to do? did we do? happened? How do we know what happened? 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 Case management Team meetings and supervision Client Participation Log Service planning All clients are encouraged to raise issues and provide feedback directly 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. Dedicated time is allocated at each team meeting or supervision session to consider issues raised by clients. Issues and responses are documented in a Client Participation Log. Ongoing All program staff Resources Required Staff time Ongoing All program staff Staff time Client issues are documented in a log book to identify common themes and issues. The log will identify the issues raised and the program response. Issues may be raised at senior management level as appropriate and responses recorded. Ongoing Team Leaders / Program Managers / Senior Managers Staff time Dedicate time at each service planning meeting to consider feedback from clients, to evaluate client participation strategies and to Program and service planning days Crossroads Network Manual V1.1 - 2009 Page 199 of 230 All staff Staff time Performance indicators Staff to identify client feedback in case notes. Client Participation an agenda item for staff meetings and supervision sessions. Client Participation Log developed by Crossroads for use by all Program areas. Log considered as part of both program and Crossroads planning processes. Client Participation an agenda item at each planning day. 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 School holiday social events School holiday activities Exit survey Responsibility All families in transitional housing properties invited to a social event (e.g. BBQ, pizza afternoon) in the local area to be held during each school holiday period. Clients invited to provide feedback about the program as part of the day. This may involve time allocated to talk about the program and/or distributing surveys to be completed during the day. Invite all children and young people to participate in an age-appropriate school holiday activity. Children and young people invited to provide feedback about the program as part of the day. One event each school holiday period. All program staff and Program Manager. 2 activities per year All program staff Develop an exit survey for all clients as part of the exit assessment process. Surveys may be completed at the exit interview or returned at a later date via a stamped self addressed envelope. Ongoing Key questions to consider: How did we support you? Crossroads Network Manual V1.1 - 2009 Page 200 of 230 All program staff Resources Required Staff time and administration Performance indicators 4 social events annually. Chaplains to assist where possible. Client feedback recorded in Client Participation Log. Staff time and administration 2 social events annually. Staff time and administration Client feedback recorded in Client Participation Log. Develop exit survey. Surveys responses collated annually and used to inform annual strategic planning. Did we meet your needs? What other types of support could the service have offered? Develop an annual point-in-time survey to be distributed to all current clients. Annual client survey Annual Team Leader Staff time and administration Develop survey. 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 Required Program Develop a newsletter about program activities that is Bi-annual Dedicated staff Staff time and newsletter distributed to all clients. This would include information newsletter. member to administration about how the program seeks feedback from clients and develop the how it has responded to feedback from clients. newsletter Crossroads Collate information and case studies about client Annual Program Manager Staff time annual participation activities to be included in the Crossroads report annual report. Crossroads Network Manual V1.1 - 2009 Page 201 of 230 Performance indicators Newsletter developed and distributed biannually. At least two examples of client participation activities to be included in the Crossroads annual report. PROGRAM AREA: MARY ANDERSON 1. Strengthen and formalise existing models of client participation Strategy Outline Frequency Case management Team meetings and supervision Client Participation Log Exit survey Responsibility Resources Required Staff time Performance indicators Staff to identify client feedback in case notes. All clients are encouraged to raise issues and provide feedback directly 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. Dedicated time is allocated at each team meeting or supervision session to consider issues raised by clients. Issues and responses are documented in a Client Participation Log. Client issues are documented in a log book to identify common themes and issues. The log will identify the issues raised and the program response. Issues may be raised at senior management level as appropriate and responses recorded. Ongoing All program staff Ongoing All program staff Staff time Client Participation an agenda item for staff meetings and supervision sessions. Ongoing Team Leaders Staff time Client Participation Log developed by Crossroads for use by all program areas. Review current exit survey and update accordingly. Ongoing Crossroads Network Manual V1.1 - 2009 Page 202 of 230 Program Manger and all program staff Staff time and administration Log considered as part of program and Crossroads planning processes. Review current exit survey and finalise survey. Key questions to consider: How did you access the service? When you arrived what did you need? How could your experience have been better? 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? Service planning 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. Dedicate time at each service planning meeting to consider feedback from clients, to evaluate client participation strategies and to identify new strategies. Crossroads Network Manual V1.1 - 2009 Survey responses collated annually and used to inform annual strategic planning. Program / service planning days All staff Staff time Client Participation an agenda item at each planning day. Develop an updated client participation workplan for the following year. Page 203 of 230 2. Develop new initiatives to enhance opportunities for client participation Strategy Outline Timeline Responsibility Crisis service evaluation For clients who contact the service in crisis and may use the service once only, ask for permission to contact them again as part of the annual survey process. Ongoing All staff Annual client survey Develop an annual point-in-time survey to be distributed to all current clients and past clients who gave permission to be contacted again. Annual Team Leader Client morning teas Invite clients to a regular morning tea as a social gathering and invite verbal and/or written feedback about the service as part of the session. Crossroads Network Manual V1.1 - 2009 Every 3-6 months Page 204 of 230 Team Leader Resources Required Staff time Staff time and administration Staff time Performance indicators Clients who give permission to be contacted again are sent annual client survey. Develop survey. Distribute to all current clients and past clients who have given permission. Survey results collated annually and used to inform annual strategic planning. Feedback collated on day and discussed at next team meeting 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 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 Case management Team meetings and supervision Client Participation Log Service planning Responsibility Resources Required Staff time Performance indicators Staff to identify client feedback in case notes. All clients are encouraged to raise issues and provide feedback directly 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. Dedicated time is allocated at each team meeting or supervision session to consider issues raised by clients. Issues and responses are documented in a Client Participation Log. Client issues are documented in a log book to identify common themes and issues. The log will identify the issues raised and the program response. Issues may be raised at senior management level as appropriate and responses recorded. Ongoing All program staff Ongoing All program staff Staff time Client Participation an agenda item for staff meetings and supervision sessions. Ongoing Team leaders Staff time Client Participation Log developed by Crossroads for use by all Program areas. Dedicate time at each service planning meeting to consider feedback from clients, to evaluate client participation strategies and to identify new strategies. Program / service planning days Crossroads Network Manual V1.1 - 2009 Page 206 of 230 All staff Staff time Log considered as part of program and Crossroads planning processes. Client Participation an agenda item at each planning day. Develop an updated client participation workplan for the following year. 2. Develop new initiatives to enhance opportunities for client participation Strategy Outline Timeline Annual client survey Feedback from key stakeholders Evaluate the trial of the Youth Transition Program Exit Survey. June-Dec 2008 Finalise the survey based on the evaluation. Dec 2008 Provide all clients with the survey at point of exit Jan – June 2008 As part of case management processes, Ongoing collect feedback from families, employers and education providers and note these in the Client Participation Log. Crossroads Network Manual V1.1 - 2009 Page 207 of 230 Responsibility Program Manager Resources Required Staff time Exit survey finalised and distributed to all clients at point of exit. Surveys results collated annually and used to inform annual strategic planning. All staff All program staff Performance indicators Staff time Client Participation Log to include a section for other stakeholders. 3. Strengthen and develop mechanisms to provide feedback to clients and staff about client participation Strategy Outline Timeline Responsibility Resources Required Case Feedback given to clients as part of case management Ongoing All staff Staff time management processes to inform them about how their ideas and issues have been responded to by the service / organisation. Crossroads Collate information and case studies about client Annual Program Staff time annual participation activities to be included in the Crossroads Managers report annual report. Crossroads Network Manual V1.1 - 2009 Page 208 of 230 Performance indicators Feedback noted in case notes. At least two examples of client participation activities to be included in the Crossroads annual report. PROGRAM AREA: YOUTH HOUSING AND SUPPORT 1. Strengthen and formalise existing models of client participation Strategy Outline Frequency Responsibility Case management Team meetings and supervision Client Participation Log Exit survey All clients are encouraged to raise issues and provide feedback directly 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. Dedicated time is allocated at each team meeting or supervision session to consider issues raised by clients. Issues and responses are documented in a Client Participation Log. Client issues are documented in a log book to identify common themes and issues. The log will identify the issues raised and the program response. Issues may be raised at senior management level as appropriate and response recorded. Ongoing All program staff Resources Required Staff time Ongoing All program staff Staff time Ongoing Team leaders Staff time Distribute a survey to all clients as Ongoing Crossroads Network Manual V1.1 - 2009 Page 209 of 230 All staff Staff time Performance indicators Staff to identify client feedback in case notes. Client Participation an agenda item for staff meetings and supervision sessions. Client Participation Log developed by Crossroads for use by all Program areas. Log considered as part of Program and Crossroads planning processes. All feedback to be Strategy Outline Frequency part of the exit assessment process. Surveys may be completed at the exit interview or returned at a later date via a stamped self addressed envelope. House meetings Service planning Survey responses considered quarterly at staff meetings and provided to Crossroads. Client to meet regularly for house meetings. Dedicate time at each service planning meeting to consider feedback from clients, to evaluate client participation strategies and to identify new strategies. Crossroads Network Manual V1.1 - 2009 Responsibility Resources Required Performance indicators analysed. Client feedback documented in Client Participation Log book. Client Participation an agenda item at each planning day. Program Manager Ongoing All staff Staff time Program / service planning days All staff Staff time Page 210 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 Annual client survey All program staff Develop an annual point-in-time survey to be distributed to all current clients. Annual Resources Required Staff time and administration Performance indicators Develop survey and distribute to all current 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 Required Case Feedback given to clients as part of case management Ongoing All staff Staff time management processes to inform them about how their ideas and issues have been responded to by the service / organisation. Crossroads Collate information and case studies about client Annual Program Managers Staff time annual participation activities to be included in the Crossroads report annual report. Crossroads Network Manual V1.1 - 2009 Page 211 of 230 Performance indicators Feedback noted in case notes. At least two examples of client participation activities to be included in the Crossroads annual report. PROGRAM AREA: MELBOURNE COUNSELLING SERVICE 1. Strengthen and formalise existing models of client participation Strategy Outline Frequency Responsibility Case management Ongoing All program staff Ongoing All program staff Team meetings and supervision All clients are encouraged to raise issues and provide feedback directly with their counsellors. Issues raised may be dealt with immediately by the counsellor or may be raised with the program team or program managers. Issues raised are documented in case notes. Dedicated time is allocated at each team meeting or supervision session to consider issues raised by clients. Resources Required Staff time Performance indicators Staff to identify client feedback in case notes. Staff time Client Participation an agenda item for staff meetings and supervision sessions. Issues and responses are documented in a Client Participation Log. Client Participation Log Trends identified as part of this process to inform community education work and may lead to funding proposals. MCS staff meetings have a standing item (monthly) for raising these issues. Client issues are documented in a log book to identify common themes and issues. The log will identify the issues raised and the program response. Issues may be raised at senior management level as appropriate and responses recorded. Crossroads Network Manual V1.1 - 2009 Trends identified to inform community education work. Ongoing Page 212 of 230 Team leaders Staff time Client Participation Log developed by Crossroads for use by all program areas. Log considered as Exit evaluation surveys All clients are invited to complete an evaluation survey at case closure. Ongoing Review and update the evaluation questions annually. All staff Staff time Program Manager Survey results collated and used to inform annual strategic planning. Collate survey responses in the Client Participation Log. Suggestion box Maintain suggestion box in reception. Ongoing Program Manager Staff time Client educators / spokespeople 8 past clients are invited to be trained as spokespeople on gambling and participate in public events on behalf of Melbourne Counselling Service. Dedicate time at each service planning meeting to consider feedback from clients, to evaluate client participation strategies and to identify new strategies. Ongoing Program Manager Staff time Program / service planning days All staff Staff time Service planning Crossroads Network Manual V1.1 - 2009 Page 213 of 230 part of program and Crossroads planning processes. Distribute survey to all clients who agree to participate. Encourage feedback by displaying the suggestions received and the program response. Client Participation an agenda item at each planning day. Develop an updated client participation workplan for the following year. 2. Develop new initiatives to enhance opportunities for client participation Strategy Outline Timeline Annual client survey Develop an annual point-in-time survey to be distributed to all current clients. Clients asked if they would participate in follow-up interviews. Annual One-on-one interviews with clients who have elected to participate. To be undertaken by external consultants. 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 Responsibility All program staff Resources Required Staff time and administration Performance indicators Develop survey. 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 Required Program Dedicate a section of G-Word to client participation and In each GStaff member Staff time and newsletter outline how clients can get involved and how the program word developing Gadministration responds to feedback. word Crossroads Collate information and case studies about client participation Annual Program Staff time annual activities to be included in the Crossroads annual report. Managers report Crossroads Network Manual V1.1 - 2009 Page 215 of 230 Performance indicators A section of G- word dedicated to client participation activities. At least two examples of client participation activities to be included in the Crossroads annual report. CROSSROADS 4. Better integrate client participation into organisational planning and reporting processes. Strategy Outline Timeline Responsibility Resources Required Client Participation Senior Managers to develop a Client Participation Log Jul- Sept Senior Staff time Log in consultation with each Program Manager. 2008 managers Senior managers to review the Client Participation Logs developed by each program quarterly to identify common themes. Crossroads annual report Planning day Crossroads to develop an annual report which includes information about client participation activities across each of the program areas. Hold annual strategic planning meetings with all program staff. Time dedicated to evaluate client participation activities and to the Crossroads client participation workplan for next year. Quarterly Annual Senior managers Staff time Annual All staff Staff time Performance indicators Client Participation Log developed. Client Participation Log a quarterly agenda item for senior management meetings. Annual report developed. Annual Crossroads strategic planning day. 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 DATE APPROVED: DATE FOR REVIEW: 17th May 2009 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 DATE APPROVED: 1st July 2009 DATE FOR REVIEW: 30th June 2012 Crossroads Privacy Policy 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 rightsbased 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 clientfocussed case management at Crossroads Youth and Family Services. Principles of Good Practice Inclusive access and equity/ freedom from discrimination Human rights upheld Client self-determination Client focussed and needs based Transparency Confidentiality and privacy Effectiveness and efficiency Duty of care/ Freedom from Abuse and Harm Monitored Documented Continuous improvement Crossroads Network Manual V1.1 - 2009 Initial Assessment Program Orientation Evaluation Exit Planning/ Case Closure Clients (potential, actual and past) Assessment & Case Planning Supported Referrals Ongoing Monitoring & Review Case Co-ordination 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 Inclusive access and equity/ freedom from discrimination Summary Programs should be culturally appropriate- this includes being inclusive of gender, language, religious, ethnic, social, economic backgrounds, sexual preferences, abilities and disabilities. Programs must not discriminate directly or indirectly on the 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 Freedom from Abuse and Harm Monitored Documented Summary welfare and wellbeing of young people and families. Essential to this is the conducting of risk assessments with the client and their accompanying children and utilising appropriate interpreter and translation services throughout the case management process. 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. 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 Continuous improvement Case workers will record all aspects of casework in a timely manner and sign and date entries. Case workers continuously reflect on their practice and are 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 Review of records Annual review On-going monitoring Seeking feedback on the effectiveness of documents (Adapted from QICSA documentation) Crossroads Network Manual V1.1 - 2009 What must be done to achieve purpose and outcomes? Planning Processes Data Collection Descriptions (Policies and Procedures) Processes and Tasks People and Training Equipment and resources required Integration/links with other systems Responsibilities defined Legislation Statutory Guidelines Job descriptions Policies & procedures Records of implementation e.g. Checklists Intake forms Case plans Evaluation forms Information packs Minutes of meetings Reports Client feedback forms 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
