March depaNews

Computer and Carey say no

Last year Shellharbour Council restructured and dislodged a couple of our members who, when it became clear there was no alternative job that didn’t involve being paid less, decided to take redundancies.

The process rolled out over a number of months, commencing with a Q&A “to keep staff informed” and asserting it was in compliance with the provisions of the Award,  but under the heading “Who can I talk to? ” the council listed only management and HR representatives. No mention of the unions, why would you need to talk to them?

Being made redundant, or even choosing to be made redundant when there is no alternative position for you, is one of the great traumatic experiences of working. In local government the Award is explicit with entitlements but Shellharbour took the view that while the Award prescribed termination payments based on years of service, the prescribed five weeks’ notice, or payment in lieu thereof, was an opportunity to save some money.

As a general rule, anyone made redundant in the industry, either against their will or at their choosing, gets the payment plus the five weeks’ pay in lieu of notice. That uniform arrangement across the industry exists because those provisions have been part of the Award for more than 25 years.

There have been a few councils over the years which tried to argue that the employee had plenty of notice, so they had worked out the five weeks, but invariably when the unions have pushed back (most recently for us at Willoughby last year, one of the reasons why they were nominated in our HR awards) the Council falls into line with the industry practice.

But not Shellharbour where there HR Manager Paul Kiley famously responded to depa, “common practice in other Council’s (sic) does not constitute an entitlement”. We hadn’t, of course, we just said it was a common practice because everyone interpreted it the same way.

But having reached agreement with the employees concerned, neither of whom had been made redundant anywhere previously and believed they could rely upon the Council doing the right thing, nominated their final date of service and the Council seized upon this as allowing them to work out their five weeks’ notice and not receive payment as part of their termination. Nya nya, you lose, in other words.

This is a disgrace and it’s reasonable to say that had these circumstances existed at any other council, both would have received the full payment without fuss. Many councils where we are involved in negotiating redundancies have agreed that employees can take accumulated leave to get them to critical dates like 1 January for taxation purposes, or 31 December for defined benefit superannuation purposes, and then be paid their termination payment and the five weeks in lieu of notice. They do this, because they care for the wellbeing of their employees, particularly when they are losing their jobs. – unlike Shellharbour.

This was our second dispute this year and a Deed of Release was signed by one of the members which contains a confidentiality provision, so nothing to see here.

The second part of the dispute however was we wanted the Council to sit down with the unions and negotiate a protocol about how they would do this in the future. It would allow for a proper discussion with the employees about what they wanted to do with those five weeks pay, did they want to continue working at the Council and forfeit them as part of their lump sum payment at the end, would they work a couple of weeks and take the remainder as a lump sum, or what.

However, in the Commission the council made it clear they were not interested at all in a protocol regulating this because if people being made redundant don’t take advice from their unions to understand how it all works, then more fool them. Not in those exact words but that’s what it meant.

We think that appalling and we have a nice early nomination for our HR awards in 2019. But, we’re going to press on with developing a protocol and just for fun, we prepared one which the GM Carey McIntyre should have little trouble agreeing to, because it’s based upon how they like to do business now. It’s a joke of course, but doesn’t it damn them.

We’ll keep this one confidential in this issue but we filed a dispute with another Council over unacceptable behaviour by the GM. Our involvement quickly had the Council organise an external investigator to conduct an investigation before we were in the Commission on 11 March and on that day the Council agreed to six guidelines we proposed to keep the GM away from our members involved while the investigation continued.

But, notwithstanding that clear and unequivocal agreement, the GM ignored it on three occasions. We pursued it after each one and warned that if he continued to breach the agreement we made we would return to the Commission to pursue a recommendation or direction that he comply with the agreement.

Which we did on 20 March. The Commission agreed that while the GM may not agree with the agreement, and claimed he would not have agreed to it had he been in the Commission, that it made sense while the investigation was continuing for the GM to keep away and stop wandering through the workplace until the investigator’s report was available. Commissioner Sloan so recommended and the GM agreed.

We’ll keep you in the loop as this develops.

We knew that our dispute filed more than a year ago about the degree of compliance in the industry with requirements in the LGS trust deed for the defined benefit schemes to include a value for private use of a motor vehicle in the concept of superable salary, was going to take a long time to resolve. Now there’s an extremely boring and unenticing opening sentence for people who aren’t in the defined benefit scheme, but unfortunately this has been an issue where members of those schemes haven’t been vigilant individually in ensuring that they received their entitlements, so it was even a bit incomprehensible for those affected.

This has required LGS to have councils focus on the superable salary calculation for 2018 and in the last weeks has pursued those councils which have included a component for private use of the motor vehicle in the superable salary for 2018, to see if they’re done similarly in previous years, and those councils where there was a question mark about how they had done it, to review how they had done it in recent years as well.

The dispute had been listed for a report in the Commission on 14 March and will be listed again to see what has developed from those LGS approaches to councils on 30 May.

No-one knows yet whether the Liberal/National Coalition will govern in its own right or require the cooperation of independents, but we can only hope that whatever falls into place over the next week or two provides some hope for proper engagement about protecting senior staff against unfair treatment. Certainly better than the last few years.

We need a Local Government Minister prepared to listen and do the right thing. Senior staff employed by the NSW Government have been transitioned from term appointments to continuing permanent employment over the past five years, but our pressure on the Office of Local Government hasn’t swayed the Government to do similarly. There is absolutely no doubt that senior staff in local government deal with more political sackings and political pressure than their counterparts employed by the State, and they need better protection.

We love a challenge, and we are committed to getting it moving as soon as possible. This time, there seems to be some sympathy from LGNSW to prevent the unfair treatment that we’ve seen at a number of councils, Mid-Western and Narrabri for two, where our members have been sacked unfairly.

At Narrabri it looks to us like the GM breached the provisions of the standard contract in six areas prior to terminating it. Shameful, really. He has acknowledged one breach which he will remedy but refuses to respond, “the Council makes no admission”,  on the other five clauses he has breached, refusing to talk to us and respond to our correspondence. Hardly inspirational leadership.