Employment and job skills programs

The Australian Government’s Department of Employment, Skills, Small and Family Business coordinates a range of employment and job skills programs that might be helpful in providing appropriate workers for the reserve. Information on these programs is available on the department's website

The NSW Government has some jobs and training programs that may suit some CLMs:

• Jobs for NSW offers grants for small businesses and startups in regional NSW.
• Smart and skilled provides fee-free apprenticeships and traineeships, giving you people with the skills you need to grow your business.
• Smart, Skilled and Hired Youth Employment Program teams up with employers to provide jobs for people 15–24 in areas of high youth unemployment. The program is offered to employers in Western Sydney, the Central Coast and Hunter, New England/North West and the North Coast.
• NSW Corrective Services’ Community service work program could be another source of labour to assist on Crown reserves. The program provides an opportunity for offenders to repay the community for their crimes through unpaid work.

Reserve managers need to make sure that workers sourced through government programs are provided with detailed information on the tasks they are required to undertake and, at least initially, are closely supervised to ensure that they’re carrying out their duties correctly and in a safe way.

Orientation and training

Once paid or unpaid workers are appointed, introduce them to the reserve as early as possible. An effective orientation program can reduce the time it takes for a worker to be productive, increase their job satisfaction, reduce the level of worker turnover, and improve workplace health and safety.

Key elements to cover in a reserve orientation program are:

• the aims and objectives of the CLM and the purpose of the reserve
• introductions to fellow workers (both employees and volunteers)
• familiarisation with the office and reserve amenities
• reviewing codes of conduct – the Crown reserves code of conduct and any other code of conduct adopted by the CLM (if applicable)
• overview of relevant risk management and work health and safety procedures, including personal protective equipment, emergency procedures and first aid.

Paid employees may require a more job-specific orientation as well. This should focus on clarifying duties, targets, expectations and daily interactions needed to carry out their role.

Where resources allow, allocating a ‘buddy’ to the new worker can be a valuable part of orientation. A buddy is an experienced worker who can assist the new worker and answer questions during the early stages of their employment.

Training

To ensure the best possible performance of the workers on the reserve (both paid employees and volunteers), training requirements should be considered. For example, from a risk management perspective, it may be necessary for certain workers to have regular health and safety training sessions. When considering reserve-wide training needs, CLMs should consider any high-risk areas identified from the risk management checklist.

Types of training that may be required

When assessing what type of training is required, the best starting point is to review the job or work descriptions and then consider the outcome of recent performance discussions (managing performance is discussed below). Differences between what’s expected of a position and what’s being delivered by the position holder may suggest a development need that could be addressed by training.

Training may also be required to prepare for future changes such as the introduction of a new system or new activities in the reserve.

Training is not limited to formal training sessions. Effective learning can be achieved through informal on-the-job methods, such as job shadowing, mentoring by experienced co-workers, visiting other reserves, and team meetings.

Making sure the training is relevant to those involved is key to maximising its effectiveness.

Managing performance – performance reviews

Managing the performance of paid employees and volunteers is another important component in effective labour management. It’s not necessary to have a complex performance management system. However, monitoring performance, recognising areas of high performance, and identifying development needs should be a continuous process.

Regular discussions (quarterly or six-monthly, depending on the role) should review aspects of performance that paid employees and volunteers typically want to know, such as:

• What do you want me to do?
• How well am I doing? What do you think of my performance?
• How could I be doing my job better?
• How will I be recognised for my contribution?

Referring to the job or work description, which outlines the responsibilities and accountabilities of a position, can help when conducting a performance management discussion.

Once performance levels have been agreed during a performance management discussion, achievement of those levels can be reviewed at later discussions.

Employer obligations

An important part of managing labour is ensuring that all employer obligations are met.

For example, a range of employment-related taxes may be relevant, such as:

• Pay as you go (PAYG) withholding
• Fringe benefits tax (FBT)
• Payroll tax.

Other employer obligations which must be met are:

• Superannuation guarantee
• Workers compensation
• Leave entitlements.

The CLM’s obligations in this regard may change from time to time, and will vary between CLMs. It is important to ensure you are up to date with what is required.

Working with children

Children and young people around NSW are involved in child care, schooling, health treatments, refuges, clubs, church groups and other places where adults are employed to work with them.

Most adults do a great job in helping kids grow and develop safely in these environments. However, there are always risks when you take responsibility for the wellbeing of children and young people.

Being a child-safe and child-friendly Crown reserve and using the Working with Children Check helps manage these risks.

The following information has largely been sourced from the NSW Government’s Office of the Children’s Guardian (OCG) website. CLMs should consult this website for further information and guidance.

Obligations of a CLM

If your organisation interacts with children, you have a legal obligation to:

• identify any roles that are child-related
• ensure that all employees or volunteers working in child-related work have a valid Working With Children Check (WWCC).The check is currently free for volunteers
• ensure that your organisation is registered with the OCG (as an employer) and you register with the OCG every person involved in child-related work. This is so that the OCG can contact you should a WWCC be revoked at any time in the future
• ensure that your organisation keeps records of who performed the checks and when, as well as noting the expiry date on checks so they can be followed up.

Child-related work is defined on the OCG website. It includes coaches and managers of sports teams, people providing entertainment, education and other activities for kids and workers in recreational clubs. In some cases people working with children don’t need a WWCC. See the OCG website for detailed information about exemptions.

The decision tree below can help you determine whether a WWCC is needed.

For more on the registration process, refer to the OCG’s information for employers.

Developing child-safe and child-friendly organisations

Organisations that involve children in their work should have a strong interest in keeping children safe in those environments. Good child-safe policies and practices are the best way to reduce potential risks and keep kids safer.

The child-safe approach includes education and supervision of both paid and unpaid staff about appropriate and acceptable behaviours.

The OCG encourages organisations to use a range of responses to manage the potential risks in their individual environments, including meeting their WWCC legal obligations. While a criminal record check can be an important tool in an organisation’s approach to being child-safe, it cannot identify people who have not previously been caught or are yet to offend.

Implementing effective child-safe policies and practices is the best way for an organisation to protect the children they are involved with.

See Become a child safe organisation on the OCG website for information on developing child-safe policies and risk management strategies.

Reporting child-safety incidents and concerns

Many people find it difficult to raise a concern or a problem about the organisation they are involved in. Children, in particular, are often reluctant to complain and may feel powerless.

There should be well-defined reporting and management arrangements for incidents or concerns. Staff should make it clear to children that they can approach any person in the organisation to express concerns about their treatment and they will be taken seriously. Employees and volunteers should also be told who they can approach to express concerns.

Anyone who has reasonable grounds to suspect that a child or young person is at risk of being physically, sexually or emotionally abused should make a report to the Child Protection Helpline. Allegations of child abuse must be handled by a professional. Call Family and Community Services Helpline on 132111 (24 hours a day 7 days a week) if you suspect child abuse.

More information

For more on employer matters and obligations, the:

• Australian Taxation Office has a range of online resources that assist CLMs:
  • Tax basics for non-profit organisations
  • Tax considerations for volunteers
  • Superannuation Guarantee information
• NSW Government has information on workers compensation
• Australian Government has information on equal employment opportunities (including supporting employing people with a disability)