Report to 2015 Annual Conference

Report to

2015

Annual Conference report to 2015 annual conference

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Table of Contents

Key Direction 3

Promote a world class, well-funded, integrated health system ................................... 50 Strategies

Report to 2015 Annual Conference ....................... 4 Coral Levett, President

Year in Review....................................................... 7 Brett Holmes, General Secretary

Report to 2015 Annual Conference ......................11 Judith Kiejda, Assistant General Secretary

2020 Vision ....................................................... 14 Key Direction 1

Grow our capacity to influence............................. 16 Strategies Grow power and influence by increasing the number of NSWNMA members

Consult with NSWNMA members on their vision of an integrated health system

52

Identify the features of a world class, well-funded, integrated health system

54

Develop an education program for NSWNMA members and member leaders

55

Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members

56

Advocate and influence decision makers on key issues that affect NSWNMA members and the delivery of care

60

Key Direction 4

Promote the NSWNMA as a significant and professional advocate for the health system and our members ................................... 62

18

Strategies

Identify new member leaders who can build their workplace influence

25

Equip NSWNMA member leaders with the skills, knowledge and confidence to lead members to use their influence

Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions

64

28

Develop risk management strategies to uphold the NSWNMA’s reputation

66

Advance and promote nursing and midwifery as professions creatively and through multiple platforms

67

Ensure our Vision and Values are reflected in all our communications and actions

69

Grow the number of NSWNMA members actively engaged across the health, disability and aged care systems Ensure a focus on retaining as many members as possible

31 36

Key Direction 2

Be innovative in our advocacy and bargaining ..... 38 Strategies

Key Direction 5

Ensure our people and resources are aligned with our Vision ...................................... 70 Strategies

Review and implement improved NSWNMA approaches and processes for collective bargaining and enforcement of rights

40

Ensure that advocacy and bargaining aligns with our growing capacity to influence

43

Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance

44

Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes

46

Campaign to extend enforceable staffing arrangements for safe patient care into other sectors Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups

Further build a workplace culture embedded in the Values of the union

72

Organisational governance systems are continually developed and evaluated

72

Define roles and relationships within and between NSWNMA teams in line with the Vision and Key Directions

73

Implement a workforce development plan that focuses on the education and training required to deliver the Vision

74

48

Develop a systematic review of planning and resources against the Vision and Key Directions across all teams and the NSWNMA

75

49

Conclusion .......................................................... 76 report to 2015 annual conference

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Report to 2015 Annual Conference Coral Levett, President

A warm welcome to all the delegates attending this year’s very special Annual Conference – our 70th. I would also like to welcome our special invited guests. We know you will enjoy your time with us and we look forward to hearing about your experiences and achievements.

This report provides a summary of the activities of the Association’s Executive and Council for the past year, with the General Secretary’s report providing more detail on the full range of activities of the Association.

NSWNMA Council and Executive Council is made up of 23 democratically elected members, including the General Secretary, the Assistant General Secretary and eight executive members. It is vested with the responsibility of managing the affairs of the Association according to our Rules.

As you will be aware, we have recently held our 4-yearly Council elections, resulting in the uncontested election of Brett Holmes as General Secretary and Judith Kiejda as Assistant General Secretary. This result is testament to their ongoing strong and effective leadership and the support of the membership. On behalf of Council and the rest of the membership, I congratulate them and thank them for the sacrifices they make to continue in their roles. With regard to the election of the other 21 Councillors, I am pleased to be able to welcome three relatively new additions to the team: • Edward Makepeace from Royal North Shore Hospital, and • Michelle Nicholson from Liverpool Hospital, who were elected at Committee of Delegates meetings in the last year, but are now both elected for the full 4-year term, and • Michelle Cashman, our newest addition from the Central Coast, joining Council from today.

I would also like to acknowledge Jason Pascoe who has completed his term of office and thank him for his contribution over the last year or so.

The rest of our Councillors, me included, have now been working with the leadership team of Brett Holmes and Judith Kiejda for a longer period; some since their initial election 70 Annual Conference th

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in 2003. Leading and managing this organisation continues to be an extremely challenging but important responsibility, and I acknowledge the continued commitment of Brett and Judith over this time. I speak on behalf of all Councillors when I say how proud we are to have the privilege to be on the Council of the Association and to be a part of such a progressive, dynamic and inspirational leadership team.

We continue in our work to ensure the best possible governance structures are in place: both in managing the finances of the Association and in human resource management. Something very important in this ongoing time of union scrutiny, thanks to the Abbott Coalition Government and the seemingly never-ending Trade Union Royal Commission.

The Executive and Council has had a very busy but productive past year. Some of our activities included: • Playing a critical leadership role in the continued cam­ paign to improve and extend nurse-to-patient Ratios; • Opposing the NSW coalition government’s decision to increase privatisation within our state, including all disability services by 2018; • Taking a prominent leadership role in the Anti Privatisation campaign by authorising television and radio advertisements, speaking at public forums, lobbying government and other politicians, and informing the community about what is at stake.

• A delegation of enthusiastic Councillors, members and staff also used the opportunity of the G20 meeting in Brisbane to lobby international leaders on the issue of the Robin Hood Tax (Financial Transaction Tax or FTT); • Attending on your behalf the triennial ACTU Congress and engaging in a street theatre production called ‘Abbottcare’ to draw the attention of delegates to the outcomes of an ‘Americanised’ health system; • Continuing to work towards branches being able to conduct their meetings and votes electronically; • Attending and supporting the Sydney Alliance movement, with a renewed focus on affordable housing, public transport and accessibility to train stations and improved pathways into employment; • Taking a prominent leadership role in the Save Medicare campaign by speaking at public forums.

NSWNMA strongly and unequivocally opposes any medical service co-payment and will now rally against the freezing of the Medicare rebate over the next 4 years; • Active involvement as committee representatives in The Lamp Editorial, the Professional Issues Committee (PIC), numerous Log of Claims

Committees and Working Parties, and the Edith Cavell Trust; • Authorising around $50,000 worth of donations to various charities and community groups on your behalf; • Continuing to be at the forefront of policy and pro­ce­ dure review for both the NSWNMA and the ANMF; • Actively participating in the 2015 May Day March in the Sydney CBD, once again using our theme ‘A proud past, a fighting future’.

NSWNMA Council – meeting attendance Meetings held from September 2014 to July 2015 = 11

Number attended Alldrick, Annette Brazil, Sue Clark, Gary Dine, Lyne Gleeson, Tania Hibbert, Peg Holmes, Brett Hopper, Lyn Kiejda, Judith Lang, Debbie Makepeace, Edward** Levett, Coral

11 7 10 5 11 9 11 9 11 11 2 11

Number attended McCall, Liz McKenna, Lucille Mckillop, Diane* Nicholson, Michelle*** Noort, Richard Pascoe, Jason Rodgers, Kerry Scott, Lorna Smith, Debra Smith, O’Bray White, Sue Wilson, Gil

8 10 4 7 9 11 11 9 11 11 10 10

* Diane Mckillop resigned 3 March 2015 ** Edward Makepeace elected 19 May 2015 *** Michelle Nicholson elected 18 November 2014

Edith Cavell Trust Congratulations to the 36 members who were successful with their scholarship applications for the 2015 academic year. These scholarships are awarded to enable current and future nurses and midwives to embark on undergraduate or postgraduate studies. An amount of $100,000 was allocated this year. We are pleased to be able to inform you that after a lengthy legal process, the Cavell Trust rules have now been amended to include better provision for scholarships to be awarded to enrolled nurses, assistants in nursing, midwives and part time students. We are also now able to accept bequests. As the Trust scholarships are only available to members and associate members, it is a great reason to encourage non-members and students to join.

Professional Issues Committee The Professional Issues Committee (PIC) has been focused on the review and development of policies, guidelines and position statements for presentation to Annual Conference for endorsement, and has also provided valuable input into the numerous professional issues that present themselves. Thank you to all the members of the PIC for their ongoing contribution. report to 2015 annual conference

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will continue to be at the forefront of the professional and industrial arenas at the federal level.

Around the states, I am pleased to be able to report changes to Labor governments in both Queensland and Victoria. They are now able to get on with the business of improving the working conditions for their members in a consultative and collaborative way. Victoria is even on a path to write mandated nurse-to-patient Ratios into legislation – a remarkable achievement for their members. In Queensland, the pressure valve has been released with the change of government, but much work still needs to be done to repair the damage to the Queensland Nurses’ Union under the Newman Coalition Government. The good news is that the QNU stayed strong throughout this difficult time and have started the process of rebuilding. They once again have hope for a more civil and fair society in that state. The new Labor Government is also working with the QNU to legislate nurse-to-patient Ratios.

Conclusion This union’s ongoing success and growth comes down to the extraordinary efforts of many people.

Supporting the leadership team of Brett, Judith and Council are our dedicated and committed staff. Each person within their team plays an important part that helps make this union the vibrant, successful and influential organisation it is today. I would also like to acknowledge the delegates and Branch officials here this week for all the work you do up front and behind the scenes. We all need to keep working together with our common goals and ensure the growth of this union, for without our members we have nothing.

Australian Nursing & Midwifery Federation (ANMF) As well as being members of the NSW Nurses and Midwives’ Association, we are also members of the Australian Nursing and Midwifery Federation. While we retain our seperate organisations, we are also elected to the NSW Branch Council of the ANMF. As a Branch of the ANMF, we form a sizable component of a collective of over 240,000 members throughout the nation. Proudly, we are still one of the largest and fastest growing unions in the country and certainly the biggest health union.

The ANMF has had a change in the leadership team, with the election of Sally-Anne Jones as President and Maree Burgess as Vice President from April this year. After 12 years in the President’s seat, I made the decision to step down from the role to focus my attention on the NSWNMA, but I enjoyed every minute of my term of office. I offer my congratulations to both Sally-Anne and Maree in their new roles and wish them all the best. With Lee Thomas, the Federal Secretary, and Annie Butler still at the helm, the ANMF 70 Annual Conference th

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The industrial climate we operate in continues to be a challenge, but despite the neoliberal ideological views espoused by our current state and federal governments to destroy unions we continue to fight the good fight.

We are a strong and proud family of nurses and midwives, and we will not give up on the health and social justice rights of the communities in which we live.

I congratulate Brett and Judith once again on their exemplary leadership and their ongoing capacity to keep this union relevant and progressive. We have the support and respect of our membership and our fellow unions and will continue to work collectively to get a better deal for the people of NSW. I wish you all an enjoyable and productive 70th Annual Conference.

Coral Levett President

Year in Review Brett Holmes, General Secretary This year we celebrate and recognise 70 years of Annual Conferences for our union, the NSW Nurses and Midwives’ Association. We have a strong history of democratic leadership and participation of members through workplace structures of Branches, who elect delegates to the supreme policy-making body of the Association.

Much has changed in nursing and midwifery, industrially and socially, over the past 70 years but the need for a strong representative voice of, and for, nurses and midwives has not. There is never a hesitation to speak out in the interests of patients and the communities we live in.

As nurses and midwives, we will benefit from the best, most well-integrated and universally available health system that allows us to deliver the safest possible care across the continuum of life. Members work across the entire spectrum of our health system from public health, private health, aged care, disability and in many other parts of our community.

This year we are presenting our Strategic Plan for 2015 to 2020 and are using the framework of 5 Key Directions to report our activities since last Annual Conference. With so many divergent and important issues that need to be addressed, the Strategic Plan is designed to give us context as to where these issues fall. It will enable the delivery of outcomes for members and position our union to meet the Vision set out in the Strategic Plan: a strong, influential union of members respected as a contemporary leader in society for its innovation and achievements.

Members remain the core of our strength. We must continue to provide individual reward for membership, while propelling the collective benefits of the union for the whole of the membership and the society we live in. I am proud to say we have surpassed 61,000 members but we must never be complacent, as our influence will diminish if we fail to keep pace with growth in the workforce. Hence, we have set a target of 75,000 members by 2020. No doubt this will challenge us all, but without member growth we are destined to be less of an influential voice of the majority.

Membership growth The NSWNMA has recorded a net increase of 1,175 financial members in the 12 months to 30 June 2015.

This brings the NSWNMA to a financial membership of 61,047 at 30 June 2015, representing a growth of 1.96% for the 12-month period.

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Key Growth • An increase in the Public Health System for the year (30/06/2014 to 30/06/2015) – up by 810 members (2.04%).

• A decrease in Residential Aged Care for the year – down by 3 members (0.03%).

• An increase in Private Hospitals for the year – up by 417 members (8.59%).

• Other sectors down by 49 members.

• The number of PRD members has decreased by 547 for the year (30/06/2014 to 30/06/2015), from 8,059 to 7,512 (12.3%).

Branches:

452

New Branches Formed: 15 Branches Reformed:

11

Delegates:

664

Branch Officials:

1,566

Finance The NSWNMA is in a sound financial position, with the benefit of a 1.96% membership growth to 30 June and prudent expenditure. The Audited Accounts for 31 December 2014 are summarised at the end of the report and a full set is supplied to delegates and available to members. The result is a surplus attributable to members of $2,808,396 and a total comprehensive income attributable to members of $1,693,186, compared to a deficit of $86,323 in 2013. Our Net Assets, as at 31 December 2014, were $33,734,289, an increase of $1,693,186 from 2013.

In the unaudited five months to May 2015, we currently have a surplus of $1,103,559, which is better than budget by $583,293. Our better than budget position is partly as a result of less TV advertising in the Public Health System wages and conditions campaign for 2015-16, in the context of a newly elected Baird Liberal-National Government maintaining its 2.5% wages cap laws and regulations.

The events of the last twelve months are worthy of recall, as they set the context for this annual report.

State Issues

NSW election The Baird Liberal-National Government was re-elected for a second term on March 28, locking in four more years of a draconian wages policy, a refusal to negotiate working conditions and the likelihood of more privatisations in public health. During the election campaign, the government promised an increase of 70 Annual Conference th

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2,100 FTE additional nurses and midwives and 360 specialist nursing and midwifery staff by 2019. Our public health system expects to see 90,000 more emergency presentations and 40,000 more patients in our hospitals per year.

Ratios During the election campaign, the Association continued to lobby for improved and expanded nurse-to-patient Ratios across the health system.

Unfortunately, the state government failed to recognise this with any commitments in the 2015-16 Budget, but the Association remains committed to fighting for this important patient safety measure.

Privatisation campaign Privatisation remains one of the biggest threats to our public health system under the current state government, with two major metropolitan public hospitals and all public disability services already going down this track.

In February, we were predictably labelled by the LiberalNational coalition as “liars” once again, while our Patients Before Profits campaign TV commercial ran throughout NSW. The ad, which portrayed the Americanisation of our health system, generated plenty of discussion and had the desired effect of sending a message to the state government. Premier Mike Baird even conceded at one point when asked that it was “very effective”.

The new public Northern Beaches Hospital will be run

by Healthscope, a for-profit company. Minimal details of the workforce arrangements have been released to the Association but confirms that nursing staff who transfer across from Manly and Mona Vale hospitals in 2018 will retain their Award and working conditions (including nurse-to-patient Ratios) for a period of two years.

State Budget 2015-16 In June, the Baird Liberal-National Government delivered on its election promise, confirming 2,100 FTE extra nurses and midwives over four years in its state budget and an additional 360 specialist nursing and midwifery positions by 2019. While we welcome any effort to address staffing shortages, the delivery of safe patient care, through nurse-to-patient Ratios across all areas, is yet to be realised. Prestigious international research continues to show that mandated nurse-topatient Ratios are the safest and most cost effective way to deliver patient care.

A key element of the health budget expenditure this year is $1.4 billion earmarked for public hospital infrastructure, which will result in much needed upgrades across the state; however, we will continue to advocate for sufficient nursing and midwifery staff and ratios for all of these facilities.

Aged Care

RN 24/7 campaign Following months of community activities and conversations, the Association held a public forum in NSW Parliament in June, insisting that registered nurses remain in all NSW aged care facilities with high-care residents. Support for the Insist on Registered Nurses 24/7 campaign was evident as we handed over more than 10,000 signatures on a petition to be tabled in the Legislative Assembly. Community groups, health organisations, local government representatives, employees and concerned families are all lobbying government, ahead of a decision by the Health Minister in coming months.

Our campaigning efforts have also resulted in a parliamentary inquiry by the Legislative Council’s General Purpose Standing Committee, which is looking into the need for registered nurses in nursing homes and the impact proposed law changes may have on the safety of those in care.

LASA Aged care provider peak body, Leading Aged Services Australia (NSW/ACT), informed the Association earlier this year that 40 of its members would no longer negotiate a model enterprise agreement for nursing staff, citing uncertainty in the sector and the upcoming Productivity Commission Review findings. Rather than enter into a new agreement, the LASA providers encouraged nursing staff to accept a minimal pay increase (1.3%). The Association reported to affected workers that any increase not inserted into a legal agreement was not secure and could be removed at any time at the employers’ discretion.

Rather than addressing the needs of our rapidly ageing population, by investing in a skilled and well compensated nursing team, aged care employers are risking the safety of their vulnerable clients. They refuse to recognise the important role nurses play in the delivery of care for our elderly and loved ones.

Federal Issues

Federal Budget 2015-16 In this year’s May federal budget, the Abbott Government cemented its $1.2 billion cuts to health funding from the previous year and axed a further $2 billion from disease prevention and chronic care areas, including child dental benefits, mental and preventative health, drug and alcohol programs and child health assessments. Over time this will severely limit access to health care, particularly in rural and remote areas, and result in poorer patient outcomes.

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Current Commowealth funding arrangements to public hospitals beyond July 2017 will fall well below demand and hospitals will find themselves in a position where they will be unable to meet increasing demand for services. Nurses and midwives will be under pressure to deliver even more with less, if the Abbott Government does not quickly address the growing demand for healthcare in Australia.

Working mums also took a hit in this budget. Despite going to the 2013 election supporting a generous Paid Parental Leave scheme, the Abbott Government announced cuts to the current system which will leave many nurses and midwives up to $11,500 worse off in PPL assistance.

ACTU Congress Councillors travelled to Melbourne for the three day ACTU triennial Congress in late May. I had the privilege of moving a resolution on the six-tier Build a Better Future campaign platform. The issues include: Workers’ Rights, Universal Health, Education, Public Services, A Fair Go For All and Secure Retirement. Judith Kiejda also moved an important resolution on the government’s proposed changes to Paid Parental Leave. Councillors participated in a fringe event concerning Medicare and a well received promotional street theatre, The Rise of Abbottcare.

Saving Medicare The Association joined with community groups, in particular Save Medicare Sydney, to campaign against attacks on Medicare within the 2014-15 federal Budget, including the co-payments and indexation of benefits freezes. Whilst we had some success in the current shelving of co-payment proposals, we remain stuck with the Medicare rebate freezes that are already forcing GPs to introduce their own co-payments to keep their businesses sustainable.

In February, the Association brought 17 other concerned unions, health organisations and community groups together for a Medicare Roundtable to look at alternative health policy options to those being pushed by the Abbott Government. We must continue to battle the government mantra of “unsustainable costs of health care” if we are to maintain a universal health care system which is accessible for all in our community.

National Day of Action / Productivity Commission Review into Workplace Relations On March 4, over one thousand members participated in a National Day of Action coordinated

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by the ACTU. Nurses and midwives joined in to rally behind the importance of penalty rates to the nursing profession and many other emergency services.

The Abbott Government has enlisted the Productivity Commission to review the necessity of penalty rates, with a view to remove them in future. A draft report is expected to be released in August, with a final report due back to the government in November. The government is then required to table the report in the Parliament within 25 sitting days.

Intergenerational report The Abbott Government’s intergenerational report predicts the population will hit 39.7 million in 2055.

It also shows that babies born in 2055 will expect to live well into their nineties, with men living until 95 and women to 96.

Health spending will continue as a big-ticket item for future budgets, with a spend per person of $670 climbing to nearly 10 times that in 2055, at $6,460 or overall 5.5 per cent of GDP. Spending on aged care and pensions is predicted to jump – from 2.9 per cent of GDP to 3.6 per cent for the age pension. With the number of people aged 70 years and over expected to almost triple (to about 7 million people), carer payments are also set to rise markedly. The age when people can access the aged pension has again been raised as a response to these projections. For many nurses this will be a challenge that we need to prepare for and places personal superannuation savings as an ongoing priority.

G20 in Brisbane In November, members of the Association’s Support Tax Justice campaign group planned and participated in a Bring the Robin Hood Tax to Australia road trip to Queensland for the G20 Summit in Brisbane. The trip was successful in raising community awareness about the merits of a Financial Transactions Tax, as part of broader tax review discussions. Meetings were also held with federal parliamentarians in the hope of putting a Financial Transactions Tax on their radar.

Royal Commission The Abbott Government’s $80 million dollar Royal Commission into Trade Union Governance and Corruption has continued throughout the year. Scrutiny of unions and their governance practices has continued, with a final report by the Commissioner due to be provided to the government by the end of 2015.

I encourage you to continuing reading this comprehensive report, including the issues and campaigns which have been summarised under our new Key Directions, as well as the report conclusion on page 76.

Report to 2015 Annual Conference judith kiejda, assistant General Secretary Organising for strength In reporting to this 70th Annual Conference, we have witnessed the return of the Baird Liberal-National Government for a second term, which presents our union with major challenges in furthering our agenda in the public health and disability sectors. With the conservative agenda moving towards an increasingly privatised health system, we must continue to engage private sector members and potential members to ensure they have the ability to provide safe patient care. In aged care, where members and potential members work in a disparate environment, it is not easy to bring the collective together and we must find ways of ensuring they can also provide care safely. All of these challenges must be progressed in a hostile industrial environment, at both state and federal level.

Our Strategic Plan for the next five years has some ambitious goals that we must attain, if we are to realise our full capacity to influence. The real challenge, and therefore the main focus of all our activities, must be geared toward organising for strength. What does that mean? How does it affect you, delegates, and consequently your workplaces? It means every nurse or midwife must understand the relevance of being part of their union. They need to understand that by not being part of the collective, given the current climate, there will be very little opportunity for change.

Members and potential members need to have an understanding of workplace organising techniques to maximise critical mass and therefore build the power to influence decision makers – be it those at the workplace or the government of the day.

Community organising Given the reduced access to worksites and the reduced capacity of the independent umpire (Industrial Relations Commission), community or ‘grassroots’ organising is the best way to raise awareness about issues and encourage people to become involved. Many of you took part in campaigning actions, such as doorknocking and visiting your MPs, to educate people about the critical issues affecting nurses and midwives during the recent report to 2015 annual conference

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State Election. Many of you have learned how to build relationships with others who share common interests and can assist in reaching our goals. Our partnership with the Sydney Alliance has enabled many members and Branch Officials to participate in a two-day training program which teaches how to form relationships with allies and use those skills to engage people to achieve desirable outcomes. I would encourage anyone who has the opportunity to attend that training.

If we are to meet our challenges in the current climate, we must find new approaches. We cannot rely on Branch Officials to do the work. Each Branch Official needs to identify Workplace Leaders who can assist them in their endeavours – this will build powerful workplaces that, even in hostile climates, can progress our efforts and make a difference for those in our care.

Campaigning to enforce entitlements Nurses and midwives first and foremost must understand the language in their Award/Agreement, to ensure they know their rights. This then delivers a confidence in enforcing those rights.

When speaking with members about their concerns, it is clear there is a reluctance to speak up for their rights. Members are genuinely caring people and more often than not believe what they are told and just get on with the job. The harsh reality is that in the modern health system, those heading the health services are KPI driven, with an emphasis on keeping to budget and that usually means members bear the brunt – working harder with less.

Registered nurses and midwives and Enrolled nurses have a professional obligation, under their governing Acts, to advocate for those in their care and that goes to resources.

Earlier this year, a Branch resolution came to our Committee of Delegates meeting relating to issues with Birthrate Plus. After some early investigations it became obvious that the issues were widespread across all LHDs and they were deeply felt. We found with the devolution of authority having passed from the Ministry to the LHDs, the application of the staffing tool is not consistent and has resulted in significant staffing issues statewide and, in some cases, very unsafe care. Due to the Branch involvement, we are embarking on a comprehensive review of the application of the tool. There is very specific language in the Award to deal with this and we will pursue it with vigour. I share this example to demonstrate how our safe staffing agenda can be pursued, when members stand together and insist on their rights.

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environments. Standing together, asserting our hard fought for rights, is the only way to ensure our ability to provide safe patient care.

Global Nurses United In pursuing our goal of nurse-to-patient Ratios for the delivery of safe care, we continue working with our international colleagues in Global Nurses United. I, along with three Lead Organisers, attended a very informative meeting in Las Vegas last September where it was clearly articulated that nurses and midwives globally have exactly the same top concerns – the ability to provide safe patient care regardless of setting and that people have a right to equity of access to quality public health services.

Together, we continue to push the Ratios agenda and the right to equitable access of quality care. Current attempts in this country to dismantle Medicare are very worrying and, along with our workplace issues nurses and midwives have a responsibility to advocate for a health system that is all about patients and not about profit or budgets.

Public Services International (PSI) Our work continues with other global health unions within PSI. Recently, I attended a meeting with PSI nursing affiliates on the ability to provide safe care.

Interestingly, Australia made four presentations about the implementation of Ratios – Victoria, Queensland, South Australia and New South Wales. Australian nurses and midwives can be very proud of our Ratios story. The meeting released a statement on International Nurses Day which stated mandated staffing was the only way to ensure the provision of safe patient care. It was very exciting to see academics and unions come to this joint conclusion.

We are building real strength in our arguments and with the combined organisation of our workforces we will be able to convince decision makers.

Of course, we continue our work in PSI on trade issues, tax reform and climate change. Earlier this year, Lead Organiser Michael Whaites was successfully recruited to the position of Sub-Regional Secretary for PSI in the Oceania region. Michael continues to split his work between his Organiser Educator role and his new PSI role. The Association considers Michael’s involvement at this level as a further opportunity to promote nursing and midwifery in this Global Union Federation.

ACTU – 3 year plan As an ACTU affiliate, the Association was proud to support the Build a Better Future three year plan,

as outlined at this year’s triennial Congress. The plan contains an ongoing campaign on issues very important to members, such as universal healthcare, workers rights, penalty rates and paid parental leave to name a few.

I continue in my role as ACTU Vice President and I feel very privileged to be able to advocate for members in such peak level discussions.

Unions NSW The peak union body for the state is Unions NSW and your union is an affiliate. I occupy a Vice President’s position which allows me to take our issues to a peak union level.

Many Branch Officials belong to Local Union Community Councils, a Unions NSW initiative made up of union members from various unions in local communities. Where they exist they use a community organising model to achieve local goals and use the structure to engage local residents in broader societal and workers’ issues. If there is a LUCC in your area, I would recommend you go along and see if it is something you would like to be involved in.

The Lamp There are many tools used by the Association to achieve the strength we need to deliver necessary changes. One of those tools is the Lamp. We continually re-engineer the way we write stories and how we deliver information to members across 11 editions each year, to showcase how each member might choose to highlight a particular issue. I would encourage everyone to read the Lamp and regularly recommend it to others.

Conclusion I am very humbled by my recent re-election as your Assistant General Secretary. I still have the passion and drive to lead the membership with Brett Holmes and I thank you very much for giving me the opportunity to continue the work for another four years.

Judith kiejda Assistant General Secretary

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2020 vision The New South Wales Nurses and Midwives’ Association (NSWNMA) is a strong, influential union of members respected as a contemporary leader in society for its innovation and achievements.

Our Key Directions

Grow our capacity to influence Be innovative in our advocacy and bargaining Promote a world class, well-funded, integrated health system Promote the NSWNMA as a significant and professional advocate for the health system and our members Ensure our people and resources are aligned with our Vision

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Key Direction 1

Grow our capacity to influence

In order to win better outcomes for our members, the NSWNMA must grow our influence. Influence comes when NSWNMA members and member leaders have the ability to use their collective power to enforce rights and achieve new outcomes in their workplaces, their sector and within the health system. We define the health system as inclusive of everywhere our members work.

Strategies Grow power and influence by increasing the number of NSWNMA members Identify new member leaders who can build their workplace influence Equip NSWNMA member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of NSWNMA members actively engaged across the health, disability and aged care systems Ensure a focus on retaining as many members as possible

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key direction 1

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Strategy

Grow power and influence by increasing the number of NSWNMA members Aged Care – Blitz 2014 An Aged Care Blitz took place across the metropolitan area where 58 aged care sites were indentified to have low density, low activism and no branches.

Action A survey was sent to all members working for the selected employers that were being visited, in order to identify issues that were deeply felt and for recruitment purposes. Members were asked to pass the survey to their colleagues who were non-members.

Organising visits occurred across the 58 sites between July and September 2014. During these visits Association staff used the survey results to hold 1:1 recruitment conversations with potential members identifying and tasking members.

Outcome • 44 responded to the survey, with bullying and workloads shown as the top two issues. Ten new members were recruited directly from the survey.

• 79 new members were recruited on the site visits.

Aged Care – For Profit – ‘LASA’ pre-bargaining engagement campaign This campaign was aimed at engaging members by developing an activist network across particular targeted aged care providers in the lead up to the template agreement expiry on June 30, 2015.

Action Existing and new activists were invited to specific training sessions with organisers about bargaining.

Targeted workplace visits by organisers and bargaining campaign officers undertaken to build EA campaign profile and membership growth.

Outcome The log of claims was endorsed by over 50% of the sites involved in the LASA bargaining. Membership growth of 8% occurred in the period February to June 2015. Branches have become more active, however broader engagement is being sought to assess true 70 Annual Conference th

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levels of workplace power, in the face of employers refusing to bargain and the lack of legal powers to force them to reach an Agreement.

Aged Care – RN 24/7 Campaign Registered nurses 24/7 in NSW nursing homes Action Active recruitment during campaign site visits, with 1:1 recruitment conversations occurring.

Outcome • 54 new members recruited.

• 14 Associate members recruited.

Blacktown Hospital – Western Sydney Local Health District Unresolved staffing and workload issues During late 2014, numerous unresolved staffing and workload issues were raised by members working on Nursing Hours Per Patient Day (NHPPD) wards and in the Emergency Department (ED).

Action Around 60 members met and passed resolutions at branch meetings asking for the staffing and ratios to be rectified, or otherwise the branch would be left with little option other than to take action and adhere to their professional obli­gation under their registration to ensure the safety of their patients.

Outcome An additional seven members were recruited by branch officials during meetings.

Bowral and District Hospital – South Western Sydney Local Health District Staffing levels and workloads Members at Bowral and District Hospital reported unsafe workloads in the Milton Park Medical ward, and that the designated nursing hours were not being met. As well, the maternity ward was admitting non-maternity patients.

Action Members were organised through the branch, with two Branch meetings held in November and December 2014. Collective action was taken by members and member leaders through branch meetings, with pressure applied to management.

members attending) where they exist or to set up a network of unionists where LUCCs do not exist.

The C group organising team set the following targets: • Recruitment target of increasing membership at each site by 15%; • Grow the number of workplace activists; • Identifying two lead activists to attend training with the aim of obtaining member buy-in for a local doorknocking campaign; • Achieve two campaign activities that engaged the local media and placed pressure on the MP; • At least one doorknocking campaign at each target electorate.

Action Organisers and branch leaders attended workplace visits to educate members and to recruit new members.

Outcome • Over 25 members attended each branch meeting demonstrating a high level of engagement and collective action.

Outcome 105 new members were recruited (28 of these by branch members).

• Management acknowledged the nursing hours shortfall and recruitment commenced after receiving a resolution from the Branch; casual pool staff were utilised and overtime offered to cover staffing deficits.

Campbelltown Hospital – South Western Sydney Local Health District Workload and staffing issues – operating theatres

• No additional beds were to be opened without appropriate staffing ratios and 5.0 NHPPD were to be met on the Milton Park Ward on all shifts in line with award conditions.

Members from Campbelltown Hospital Operating Theatres (OT) advised the Branch and NSWNMA that the OT had poor staffing and unsafe work­loads. Staff were required to do unreasonable overtime (40 hours in a fortnight in some instances) and remained on call when they were off duty. There were no cleaners between theatre cases leaving doctors and nurses to perform cleaning duties.

C Group Ratio Campaign – Public Health System 2015 Award campaign In the lead up to the renewal of the 2015 Public Health System Nurses’ and Midwives’ Award, the Association targeted C Group facilities within key State electoral areas in an attempt to encourage Government MPs to support our claim for improved ratios. The thirteen sites were Goulburn, Griffith, Bowral, Grafton, Kempsey, Muswellbrook, Blue Mountains, Armidale, Belmont, Bega, Moruya, Queanbeyan and Cooma.

The campaign goals were to: • Pressure the local State MP to make a public announcement supporting the increase of ratios;

Action Members signed a petition to stop working un­reason­ able overtime. Three branch meetings were held during the period from 1 May to 26 May 2015.

Outcome • Over 20 members attended each branch meeting, demonstrating a high level of engagement and collective action.

• Seven new members recruited.

• Increasing member and community mobilisation in support of ratios; and,

Chisholm Ross Centre – Southern NSW Local Health District Acute Mental Health Admissions Unit

• To have members engaged with their Local Union Community Council (LUCC) organisation (5 – 10

Members at Chisholm Ross Centre advised the NSWNMA of staff shortages in the Acute Mental key direction 1

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Health Admissions Unit. The Spot Check report provided by management revealed they were up to 378 nursing hours short during a week. The Branch requested that management review the staffing levels and rectify the problem.

Outcome • ‘Table talks’ held with nurses at three sites to collect their stories about how a lack of parking permits impacted negatively on their ability to provide care to patients.

Action As a collective, members commenced the collection of workload data.

• Agreement by nurses to attend meetings of local government councils to gather support for the introduction of Council Parking Permits.

Outcome • The majority of members then collectively gathered workload data.

• Agreement from three targeted councils – City of Sydney, Leichhardt and Marrickville to introduce a single Parking Permit for Homecare workers – including community nurses.

• It was found that the Spot Check of the Acute Mental Health Unit was at the expense of the nursing hours being given to staff-up the High Dependency Unit.

• Management was forced to contract six agency staff while they recruited.

• Two activists elected into Branch Executive position.

Community campaign with Sydney Alliance Parking permits for homecare workers For many years, homecare workers have battled to get parking permits. The Sydney Alliance Inner West District had been in existence for four years but the campaigns did not resonate with the community.

After listening to Sydney Alliance partners including United Voice, St Brigid’s RC Parish, Cancer Council NSW and the Justice and Peace office of the Sydney Archdiocese, it was felt this issue impacted negatively on in-home care, including community nursing care.

Action A delegation of Sydney Alliance partners met with the Sydney Local Health District Community DoN who identified this as an issue facing her staff, impacting on recruitment, retention and workloads. The DoN agreed to facilitate site meetings with all nurses across the area and directed NUMs to encourage the attendance of nurses.

• New members recruited.

Affordable housing Action Members were empowered to speak at meetings of local government councils. The NSWNMA attended meeting with Christian Democratic Party as part of a delegation on affordable housing.

Outcome Commenced a dialogue with MP for the Christian Democrats Paul Green (a former nurse) about the need for affordable housing for essential service workers – including nurses.

ED 1:3 Ratios Campaign – Public Health System 2015 Award campaign As part of the NSWNMA mandated staffing Ratios Claim, a total of twelve major metropolitan hospital EDs were strategically targeted.

Action NSWNMA organisers and branch officials visited the 12 target site EDs and spoke with potential members about joining the NSWNMA and assisting the campaign.

Outcome An increase in membership density of 5.5% was achieved with an increase of 586 members across all targetted sites in the period.

Goulburn Base Hospital Branch – Southern NSW Local Health District Goulburn Health Forum The Goulburn Base branch held a local Community Health forum to raise their concerns about local healthcare services and promote their local Ratios 70 Annual Conference th

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campaign. All candidates running for the seat of Goulburn were invited to a Q&A style forum. The Branch focused on obtaining commitment from the candidates to support increased Ratios at Goulburn Base Hospital, aligning this service with the current Ratios provided in metropolitan facilities. The Branch used an advertising campaign to support this attendance, including free advertising strategies.

Action Regular fortnightly branch meetings were held during the period from June to November 2014 leading up to the forum, with good member attendance at branch meetings.

Outcome • Approximately 130 members and community members attended the forum on 5 December 2014.

• NSWNMA officers regained access to Goulburn Base Hospital.

Healthscope Hospitals Engagement project This project was aimed at repositioning the NSWNMA within this company through a multidimensional campaign informed by independent research with a long term outcome of membership growth and a greater capacity of members to influence their professional lives. During 2015, the short term strategy is also for Healthscope nurses to be knowledgeable and active and enforcing and improving their entitlements as individuals and as a collective, commencing with increased ‘union’ visibility in each site.

Action Growth in membership across 2015; developing work­­place leaders from a basis of accurately mapped workplaces.

Outcome All sites visited more than once in March-May 2015 to commence the plan rollout. Early results include issues identification for future bargaining claim; net membership growth of 8% and three new Branches in formation.

Hillston District Hospital – Murrumbidgee Local Health District Nurses at Hillston District Hospital transitioned to a Multi Purpose Service from January 2015. Members were concerned about the increased footprint of the new facility and potential workload this may produce.

Action Nurses wanted information on how to establish a branch at Hillston.

Outcome • Two new members were recruited and two activists identified.

• No increase of perceived workloads has been identified.

Lismore Base Hospital – Northern NSW Local Health District Women’s Care Unit – staffing levels Action Members lead industrial action taken at Lismore Base Hospital by closing non-maternity beds in response to the reduction of midwifery hours.

This led to a successful outcome and increased member engagement.

Outcome Growth by direct increase of 15 NSWNMA members.

Membership Services Joining online Action Through the introduction of online joining with direct integration into the membership database, members have a more positive experience, removing delays and drop off in interest that may exist with paper forms.

Outcome Increase in conversion from interest in joining to being an admitted member.

Membership recruitment scheme Nurses and midwives need the security of belonging to a strong and dynamic organisation – a union with 61,000 members. Our collective strength is in our numbers – the larger the union membership, the louder our voice.

Members in the branches are best placed to recruit new members and for some years now, the NSWNMA has been offering a recruitment incentive scheme to great success.

Action Increase promotion of online recruitment initiatives to attract new members and associate members to join the NSWNMA. key direction 1

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Outcome Wider promotion of prize draws online, in the Lamp, Facebook and handouts to delegates and members saw increased recruitment through this method. Online promotions for the NSWNMA Recruitment Incentive Scheme continues to be an effective recruitment tool. From 1 July 2014 – to date, 1839 have been recruited under this scheme.

Murrumbidgee Local Health District Emergency Departments now Mental Health Assessment Facilities In late 2014, the Hon Jillian Skinner, Minister for Health announced that EDs at Corowa, Deniliquin, Leeton, Griffith, Young and Narrandera hospitals would be declared Mental Health assessment facilities. MLHD implemented the change in 2015, advising the Association. As a result these sites are required to accept mental health patients brought in by Police and Ambulance under a schedule.

Action Members across the six sites were educated on the changes and were actively encouraged to provide input, following risk assessments.

Affected sites across the MHLD were visited by their NSWNMA organiser and information gathered.

The NSWNMA wrote to the MHLD regarding the outcome of the NSWNMA organiser visits and information submitted by members to the Association, asking that the additional four sites be deferred until the six affected sites are completed.

Outcome • The MHLD is increasing education to members on matters, such as, the Mental Health Act; Mental Health visitors; Mental Health Act forms, as well as introducing a patient retrieval pilot program, where patients will be picked up from these sites and transferred to the gazetted mental health beds in Wagga.

• Four new members recruited, with the issue ongoing.

Murrumbidgee Local Health District Restructure – Mental Health and Drug & Alcohol Service In late 2014 the MLHD announced a restructure to the Mental Health and Drug and Alcohol service, several clinical educator positions were established, roles were restructured to focus on specific areas, such as, youth and older persons. Positions became that of a more generic advisor, with a geographic area 70 Annual Conference th

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responsibility within the MLHD; additionally, reporting lines were also adjusted.

Action Sites across the MLHD affected were visited by their NSWNMA organiser and information gathered.

Outcome 15 new members recruited.

Nepean Mental Health Members raised concerns that they were working short staffed; and on examination, it was revealed that the nursing hours were not being met.

Action Members followed the Public Health System Nurses’ and Midwives’ (State) Award, clause 53 (iv) (s) Spot Check, which revealed that the ward was working up to 70 nursing hours short per week. This issue was escalated via the employee representatives of the Reasonable Workload Committee (RWC) to the Local Health District, Director of Nursing to have the issue resolved.

Outcome • Vacancies were advertised.

• Additional staff were rostered to ensure ratios were met.

• The Nepean Mental Health branch members now re­quest Spot Checks, and they have been able to iden­tify, when management have decreased casual nurses’ shifts to seven hours, how this resulted in a re­duction of nursing hours and to have their issue resolved.

Prince of Wales Mental Health Services – South Eastern Sydney Local Health District Kiloh Observation Ward – restructure Members of the Prince of Wales Mental Health Services are meeting regularly with the Mental Health Executive in order to progress the Kiloh Observation ward restructure. Despite delays in the implementation, the branch remains focused on retaining adequate staffing resources for the unit. The status quo remains in place whilst consultation ensues.

Action Branch meetings and resolutions from members escalating the need for safe patient care and rejection of the restructure which seeks to remove a number of wardsmen from the unit.

Outcome • Branch meetings have been consistently well attended with good support of nurses across several mental health specialties and geographically distant units.

Outcome • Over 25 members attended each branch meeting which demonstrated a high level of engagement; several resolutions were carried by the branch at each meeting.

• Two new activists have been identified outside the branch executive; both are active participants in ongoing management meetings and are vocal about how nursing workloads affect patient safety issues in Mental Health.

• Majority of the nursing positions were retained with no compromise to pay and tenure.

Ramsay Health Care Engagement project The strategy of this project was to reposition NSWNMA within this company through a multidimensional campaign informed by independent research with a long term outcome of membership growth and a greater capacity of members to influence their professional lives.

Action One year prior to Agreement expiry a dedicated team was formed and external research commissioned to assess the positioning of NSWNMA within the company. Strategies for increased visibility and engagement were developed and implemented in organising, industrial and communications spheres during the pre-bargaining and bargaining periods of late 2014-15.

Outcome At the end of a successful Enterprise Agreement vote in June 2015, the following results had been achieved: • 6 new Branches in formation and pre-existing Branches still operational • 16.5% membership increase over 16 months • 186% increase in number of identified member leaders.

Royal Hospital for Women – South Eastern Sydney Local Health District Restructure and downgrading of positions A significant restructure of the Royal Hospital for Women sought to downgrade several Nurse Manager clas­sif­i­cations and replace Nurse Unit Managers with alternative nursing roles. There was no reflection of the reduced duties in proposed position descriptions.

Members were unhappy with this proposal across all units and specialties.

Action Regular branch meetings.

• Increase of new members across the Royal Hospital for Women.

St Josephs Hospital – St Vincent’s Hospital Network

Members at St Josephs Hospital are being consulted about a proposed amalgamation of two rehabilitation units.

Action

Members have consistently attended Union Specific Consultative Committee (USCC) meetings, averaging over ten members in attendance at these meetings.

Members have collectively rallied in support of retaining a Senior Nursing Structure.

Outcome The restructure would affect senior nursing management and the functioning of wards. The activity of members has resulted in no nursing positions being lost at this site.

Sydney Children’s Network Restructure – Ambulatory Children’s Services A Network restructure of the Ambulatory Children’s services was finalised in late 2014. The structure was implemented by management with many questions from both branches (at Westmead and Randwick) poorly answered by management. It remains the position of the Network that the NM4 will be a temporary three year contract with an NM2 at each site. It remains unclear to members how the clinical day to day management of the units or service will operate.

Action Both branches were involved in the restructure process with meetings on both campuses highlighting concerns of members for the Ambulatory service provision. Resolutions were written by both branches condemning the temporary nature of the NM4 on a three year contract and increased workloads for the NM2 at each site.

Outcome • Over 25 members attended each branch meeting which demonstrated a high member participation in Network branch meetings.

• Continued pressure on management through monitoring of workloads and position requirements. key direction 1

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Tamworth Rural Referral Hospital – Hunter New England Local Health District Workloads Members endured significant ratios shortfalls for over 12 months and attempted to resolve the issue through the RWC and USCC to no avail. Workloads became unsafe and untenable.

Action Members rallied outside the facility, lobbied their local MP and spoke to their community through the media.

Outcome • Membership has increased, with density at 99%.

• Three vacant positions were filled in the Mental Health Unit.

Universities & Colleges Nursing and Midwifery students Action Increased attendance and recruitment at universities and TAFE. Outcome • 2,773 new Associates joined during the past year.

• 42% increase on the previous year.

Action Implement the 2015 TRN/New Graduate Recruitment Strategy.

Outcome • Coordinate attendance of members and NSWNMA officers at orientations across the state.

• Welcome transitioning new graduates to the profession and to the Association.

• Encourage on the spot joining with the New Graduate Recruitment Incentive.

• 47 orientations attended from February to June 2015.

• 962 TRNs recruited face-to-face.

• 304 TRNs joined online.

• 134 AiN/EN members updated to RN/RM membership.

• 26 non new graduates joined.

• Bringing this to a total of 1,426 members joining from February to June 2015.

Action Networking with Private Registered Training Organisations (RTOs) to engage students studying Certificate III, IV or EN levels.

Outcome Recruitment of students studying in private RTOs.

Action Maintain and strengthen ties with student clubs and societies.

Westmead Hospital – Western Sydney Local Health District

Outcome • Continue to support and sponsor nursing and midwifery events and liaise with students.

A week long recruitment drive was conducted during October 2014.

• Continued good relationships with university societies promote membership and growth.

Action NSWNMA organisers and Branch officials walked around the hospital holding 1:1 conversations with potential and existing members.

Outcome An increase in membership growth by 3.6%, or 60 new members, was achieved.

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Strategy

Identify new member leaders who can build their workplace influence Aged Care – Blitz 2014 Action During the 58 site visits, Association staff held 1:1 conversations to identify new activists and assign tasks for completion.

Outcome • 322 conversations were conducted.

• 16 new activists were identified all of whom undertook the tasks they were allocated, as well as agreeing to be the contact for their workplaces.

Aged Care – RN 24/7 Campaign Action To identify activists during targeted visits and to enlist the support of NSWNMA members who are involved with allied professional/community organisations.

been evident with a new branch official from Kanangra being a guest speaker.

• Local delegates and branches have been encouraged to participate in campaign activi­ties during 2015 as power building and engage­ment of members to participate is ongoing.

Allity Enterprise Agreement Campaign 2013-14 The strategy was to achieve a successful Enterprise Agreement through growth in membership power and member leader development.

Action Through a majority support petition at the 13 aged care sites the aim was to network activists to reach improved Agreement outcomes.

Additionally, existing activists were developed by supported tasking of campaign activities. This was used to gain an overall increase in skill, knowledge, attributes and/or behaviour.

Outcome Membership density increase of 4% over 27-month campaign and formation of three new Branches. 11 of the 13 sites achieved deep activist involvement in campaign activities over a sustained period.

Outcome • Seven new activists identified.

• Five existing activists developed into sector leaders through campaign activities, who are now listed as a ‘5 Star Activist’.

ARCBS Enterprise Agreement Campaign

Ageing Disability Home Care Services (ADHC) Hands off our Public Disability Services campaign Action The Association, during the Hands off our Public Disability Services campaign, actively visited facilities and educated members and Branch officials leading up to the campaign rally 13 November 2014.

Outcome • Member engagement at the campaign rally which was well attended.

This campaign had the aim of identifying new workplace leaders and to develop sustainable workplace power.

Action Agreement campaign education was undertaken at the NSWNMA office, utilising trade union training leave in the existing Enterprise Agreement.

Outcome Six member leaders attended and the offsite session built the networking capacity of delegates and honed union claims for the Agreement negotiations. Future target sites for Branch formation were identified and member repre­sen­tatives to participate on the negotiation team were decided.

• Activist development leading up to the rally had

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Blacktown Hospital – Western Sydney Local Health District Action Nurses on all wards were identified by Branch officials as key contacts to feed information back to their colleagues.

Outcome Five new activists identified.

C Group Hospitals – ratios campaign – Pubic Health System 2015 Award campaign Action A specific one-day workshop focused on skills for community engagement.

ED 1:3 Ratios Campaign – Public Health System 2015 Award campaign Action Organisers and branch officials conducted 1:1 conversations with members working in EDs at the target sites to determine whether they will be willing to participate in actions at their workplace.

Outcome An increase of 63 newly identified activists.

Goulburn Base Hospital Branch – Southern NSW Local Health District Goulburn Health Forum

Outcome 11 workplace leaders attended the specific training.

Campbelltown Hospital – South Western Sydney Local Health District Workload and staffing issues – Operating Theatres Action Collective actions were taken by members and member leaders through petition signing and branch meetings.

Outcome • Four activists were identified; two have been elected to hold Branch positions.

• One Branch executive attended review meetings on a daily basis to determine theatre lists.

• The NUM2 position has been backfilled and recruitment is progressing.

• Four hospital casual staff are to be trained from 1 June 2015 to build up the theatre pool.

• One FTE CNE from Liverpool Hospital Theatres to provide educational support to new staff.

• Five FTE nurses have been recruited, to commence within three weeks pending reference checks.

• Two FTE cleaners have been appointed to the theatre suite.

• An equipment nurse position is being recruited.

• 24/7 Operating Theatre service has been proposed. Once the proposal is finalised, the branch will be informed.

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Action Collective actions were taken by members and member leaders.

Outcome Members have taken initiatives and organised the following activities: • Do your block: distributing flyers to households, medical centres, nursing homes, GPs, local health stakeholders • Church bulletins • Radio interviews • Church groups • Community groups: Local Union Community Council (LUCC), Apex, Country Women’s Association (CWA) • Monthly market stall, and • Local stunts/activities to generate media interest with articles in local papers

Lismore Base Hospital – Northern NSW Local Health District Women’s Care Unit – staffing levels Action Attendance at branch meetings and demonstrated engage­ ment in the form of industrial action has increased.

Outcome Two activists were identified who will take branch positions and be the voice of the Women’s Care Unit in the negotiations following the action.

Royal Hospital for Women – South Eastern Sydney Local Health District Restructure and downgrading of positions Action Collective action was taken by members and mem­ber leaders through full participation in branch meetings, and in USCC meetings with management.

Outcome • A number of activists were identified, including the recruitment of a new Branch secretary.

• The Branch executive was able to collect pertinent data and benchmark activity and acuity to prove sustainable work practice profiles.

• The action of the branch has preserved the senior nurse structure.

Tamworth Rural Referral Hospital – Hunter New England Local Health District Emergency Department Tamworth Rural Referral Hospital ED members reported a history of unreasonable workloads to the NSWNMA, including the night duty shift coordinator being required to cover triage or resuscitation areas.

Action A number of Branch meetings took place to discuss ED issues and plan a way to proceed. A resolution was carried at a branch meeting asking management to address the issue of the night duty shift coordinator having to take a clinical load.

Prior to the Branch meeting on 4 June 2015, an offsite meeting was held with members to design a data col­ lection tool that clearly reflected staffing shortfalls, over­ time, number of patients in each area of the ED, length of stay and acuity.

Outcome • Two workplace leaders identified.

• 25 members attended a branch meeting on 13 May 2015, 22 from ED. Eight members attended on 4 June 2015 - none had previously had a history of attending branch meetings. The members were keen and willing to be actively involved in resolving their issues.

• Management’s reply to the branch resolution did not address the issue of the night duty shift coordinator having to take a clinical load. This increased the agitation of members around their workload issue.

• Following the Branch meeting in June, for a two week period, ED staff were active in contributing to collecting data and diarising stories around workload issues to be taken to the RWC.

Universities & Colleges Nursing and midwifery students Action Encourage nursing students to take up leadership positions at their places of study by the setup of nursing clubs and societies.

Outcome • Students are becoming more engaged.

• NSWNMA awareness and associate membership has grown as a result.

Action Development of activists into student leaders at their places of study through mentoring and support.

Outcome • UTS students have started a new nursing society.

• University of Western Sydney activists are in the process of starting a nursing society with assistance from NSWNMA officers. key direction 1

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Strategy

Equip NSWNMA member leaders with the skills, knowledge and confidence to lead members to use their influence Aged Care – Blitz 2014

In 2015 BOAT sessions were offered through:

Action Organising visits occurred to 58 sites.

• • • •

Outcome Ten of the 16 activists identified have attended BOAT.

Branch Officials & Activist Training (BOAT) 2014-15 The overall aim of BOAT is to provide core skills and knowledge to members so they can achieve improvements in their workplace. For this reason BOAT needs are tailored to the Association and specific campaign goals. BOAT is broken down into specific workshops to meet these goals.

Action Throughout 2014 formal member/activist educa­tion was offered through eight different workshops: • Branch Officials and Activist Training (BOAT) One • BOAT Two • Building Stronger Communities • Organising around Bargaining (TUEF funded) • Health Care and the Economy • New Delegates Orientation • Reasonable Workload Committee training • Safe Staffing (NHPPD/Ratios) training

Branch Officials and Activist Training (BOAT) One BOAT Two Health Care and the Economy New Delegates Orientation

Outcome 2014

Times offered Total (Cancelled)* Attendance

BOAT One – Branch Essentials

8 (1)

110

BOAT Two – Winning at Work and in Your Community

3

30

Building Community Support

2

6

Organising Around Bargaining

5 (4)

7

Health Care and the Economy

1

18

New Delegates Orientation

3

42

22

213

Total

*Cancellations due to lack of registrations. Courses were arranged/offered by LHD Organisers.

Members consistently rated the courses as Strongly Agreed or Agreed in having raised their confidence and having met their needs.

ED 1:3 Ratios Campaign – Public Health System 2015 Award Campaign Action Identified ED activists were asked to attend training around the 1:3 in ED Campaign.

Outcome A total of 19 activists attended a full day workshop at the NSWNMA to provide additional campaigning skills, how to identify new activists and run activities at their target site.

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Grafton Base Hospital and Health Service – Northern NSW Local Health District

Action The Association has been monitoring the situation to ensure members have a reasonable workload and where necessary provided reasonable workload information and training.

The Grafton Base Hospital Branch held a rally ahead of the NSW State Election to discuss the need for Ratios equal to metropolitan Peer Group A hospitals.

The Branch designed a number of their own colourful banners and invited all local candidates to the rally.

All but one candidate supported the Branch’s Ratios Claim. Incumbent Nationals MP Chris Gulaptis did not support the NSWNMA Ratios claim, but acknowledged that workloads were excessive at Grafton Base Hospital. He went on to say that if he were re-elected, he would petition the government to have Grafton reclassified as a Peer Group B hospital in order to improve staffing levels. The Branch is now monitoring his performance in the new parliament.

Justice Health notified the Association late in 2014 of their intent to remove on-call services statewide.

Another speaker at the rally was the local Country Women’s Association (CWA) branch president Carol White. Her CWA branch later took a resolution to the CWA of NSW annual conference, calling for the CWA to support the NSWNMA claim for equal Ratios between metropolitan and regional hospitals.

This resolution has since been passed and the CWA is now an ally in the NSWNMA campaign for Ratios.

Action The Association consulted with members and notified Justice Health that we are supportive in principle to remove the on-call nursing services in the Correctional setting in NSW as proposed, however members at Metropolitan Reception and Remand Centre opposed the changes.

Action Members held a community Ratios rally.

Outcome • Local media coverage of the Ratios campaign.

• Commitments from all of the candidates except Nationals member Chris Gulaptis to support the Ratios campaign.

• Strengthened ties with the local Country Women’s Association.

Justice Health and Forensic Mental Health Network Increase in inmate numbers In late 2014, Justice Health provided notification of the changes that will occur to cope with the rapid and unprecedented demand for prison beds. Justice Health is working with Corrective Services to manage this demand and is consulting with the Association. There are short, medium and long term strategies planned to address the bed crisis and these will occur over the next few months to years. These include attaching bunk beds in existing cells and refurbishing areas to take additional patients, including new buildings that can be located on vacant land in existing correctional centres and in new correctional centres.

Outcome Members have been advised to attend branch meetings and inform Branch officials of any concerns relating to staffing and increasing numbers of patient population in the adult correctional centres in NSW.

Justice Health and Forensic Mental Health Network Removal of on-call services

Outcome Consultation regarding these proposed changes identified Work Health and Safety issues and work­ loads of concern, therefore Justice Health is in the process of providing a risk assessment for After Hours Services between sites and further con­sulta­tion with members and the Association is to occur.

Justice Health and Forensic Mental Health Network Medication administration in Justice Health Members raised concerns regarding the practice of medication administration, in particular most recently at the Metropolitan Reception and Remand Centre, following a change in the model of care.

This practice requires administration by repackaging from ward stock, sign for administration and deliver to patients on the same shift for self administration the following day. The practise is contrary to Ministry of Health Policy Directives and Justice Health could not provide a written exemption from the Ministry for their policy adaptation, placing our members at risk of sanction from the State Coroner or the Nurses and Midwives Council. The Association is obliged to advise members that they must only act within their professional boundaries.

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Action Two Branches resolved to notify their intention of complying with Ministry of Health policy not the direction of Justice Health.

Outcome A Dispute lodged in the IRC resulted in a written exemption from the Ministry of Health indemnifying members if they followed the Justice Health and Forensic Mental Health Network Medication Administration Policy.

Murrumbidgee Local Health District Restructure – Mental Health and Drug & Alcohol Service Action Affected members were educated on the restructure and active­ly encouraged to provide input into the proposal.

Outcome • A report was written and provided to MLHD as to the outcome of all visits and information submitted by members to the Association. As a result, the MLHD added two new positions that were identified as being potentially deleted within the restructure.

• Reporting lines for nurses to report to nurses were adjusted accordingly.

Orange Base Hospital – Western NSW Local Health District Restructure of the Midwifery Group Practice (MGP) and deletion of a Clinical Nurse Specialist Grade2 Action Members met to discuss the proposal and formulate their response to the restructure. The MGP midwives then met with the MUM3 to dispute the proposed change.

Action Members wrote to management outlining their concerns and requested that the NUM1 position be regraded.

Outcome • An additional 1.2 FTE positions were gained.

• The NUM was regraded to a NUM2 with a review in six months.

South Eastern Sydney Local Health District Reasonable Workload Committees Reasonable Workload Committees across South Eastern Sydney are being revitalised with intensive, site specific training occurring at Prince of Wales, St George and Sutherland hospitals. Generalised workload issues remain consistent around: poor skill mix, patient acuity and bed flow management, lack of coverage for meal breaks and specialling within NHPPD/Ratios. Two per cent efficiency targets set by the LHD Chief Executive to recover a $30 million overspend in 2012-13 is placing pressure on staffing and restructures.

Action Members have access to education on how to address workloads issues. Small group training at in-service time at ward unit level will allow for more members to access education.

Outcome Training is occurring across all wards and units at these sites.

Westmead Hospital – Western Sydney Local Health District A week long recruitment drive was conducted during October 2014.

Outcome • The CMS2 position will be retained.

• Two new members recruited.

Action The already identified RWC employee representatives were asked to attend training around the RWC process.

Orange Community Nurses – Western NSW Local Health District

Outcome On 20 November 2014, LHD-wide RWC training was conducted for over 40 members, with both employer and employee representatives attending.

There was a proposed restructure of Community Nurse Services which management stated was required to meet changing demands. Members disputed that the proposed restructure met the goal of changing the service to meet changing demands and disputed the changes in the structure and the proposed NUM grading.

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Whiddon Aged Care Group Member leader development and networking This campaign was aimed at building membership growth and activist network in the lead up to the Enterprise Agreement campaign.

Action Commencing 18 months in advance of the Enterprise Agreement expiry, consistent targeted workplace visits and phone calling with members was pursued in almost 20 facilities to build power. The resulting network of activists met by phone to give guidance and information to the NSWNMA negotiating team and undertook information gathering and petitioning in their workplaces to heighten member engagement.

Outcome Membership increased by a net 56%, the number of activists increased from 15 to 65, and four additional Branches were formed. Industrially, outcomes included introduction of a workloads clause to assist members in EA enforcement organising and a first-ever provision by the Whiddon Group for paid trade union training leave.

Strategy

Grow the number of NSWNMA members actively engaged across the health, disability and aged care systems Anti-Privatisation Campaign The Public-Private Partnership model chosen by the NSW Government for the new Northern Beaches Hospital, as well as uncertainty around the funding models for the proposed new Maitland Hospital and surgical services at Byron Central, sparked a significant campaign in the run up to the NSW State Election. This campaign specifically targeted the electorates of Manly, Maitland and Ballina.

Action A variety of campaign activities were undertaken, such as, doorknocking across the Manly and Maitland electorates; manning of stalls at various markets and community events across the Manly, Maitland and Ballina electorates; phone banking to members to encourage participation in campaign activities; and wobble boarding in various locations across Maitland, as well as at the new hospital site at Frenchs Forest.

Outcome • 17 newly identified member activists took part in doorknocking or other campaign activities.

• An additional 20 previously identified activists who took part in doorknocking deepened their involvement in NSWNMA campaign activity.

• The electorates of Manly and Maitland, where doorknocking was undertaken, saw swings away from the Liberal incumbent MPs of 7.8% and 18.8% respectively, on a two party preferred basis.

• The specific areas within the two electorates which were targeted for doorknocking saw a greater reduction in the Liberal vote than the electorate as a whole. Members’ capacity to influence was demonstrated through the doorknocking outcomes.

Albury Wodonga Health Service & Albury Hospital – Murrumbidgee Local Health District Members continue to work through management’s proposal to transfer 20 Rehabilitation beds over to key direction 1

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the Wodonga site and drive their plan for members to be covered by the Victorian Enterprise Bargaining Agreement. Management has stated that no nurse will be financially disadvantaged, however, senior members of staff will be financially disadvantaged.

Negotiations continue at this time. There has been an increase in membership in this Unit to 99%.

Action Branch meetings have taken place with up to 50 members present at each meeting. There have been individual meetings with all affected staff, these meetings have given the individual members the opportunity to understand their rights and what they could lose.

Outcome The Albury Branch has become very proactive and are standing firm in their collectivity. They are seeking all members to be transferred and grandfathered.

Membership density is high and continues to grow with these changes looming.

C Group Hospitals – ratios campaign – Public Health System 2015 Award campaign Action Organisers and Branch leaders attended workplace visits and conversations to encourage members to be active in the campaign.

Outcome 25 new and potential activists identified.

Dubbo Base Hospital Branch – Western NSW Local Health District Loss 12 hour shifts Members advised the NSWNMA about the notification of cessation of 12-hour shifts in ICU without any consultation with the affected staff.

Action The Branch carried a resolution seeking: that a USCC facilitate consultation and that the status quo be maintained during that consultation.

Four members volunteered to participate in the USCC process. They provided feedback to meetings of ICU members and branch meetings.

Outcome • A USCC was established and the status quo maintained.

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• The USCC process resulted in the members in ICU working as a collective to address the issue.

• Although, the 12-hour shifts were ultimately lost based on skill mix concerns, members ac­know­ledged that the process allowed them to have a voice and ensure that consultation occurred.

• Activists noted the five month delay in the cessation of the shifts.

• Two new activists were identified, one of whom has be­ come the Branch Secretary and a RWC representative.

Dubbo Base Hospital Branch – Western NSW Local Health District Non-nurses relieving nurses for meal breaks, Paediatric Ward Action The Branch carried a resolution seeking an urgent USCC; the status quo remain during the consultation period; and immediate cessation of the practice of a non-nurse relieving a nurse. Around 20-25 nurses attended two branch meetings with strong participation by members.

Outcome • The Branch was able to maintain the status quo, which saw the practice of non-nurses relieving nurses ceased and the payment of an on-call meal allowance to nurses reinstated. Members also participated in a USCC and provided feedback to branch meetings.

• Three new activists identified.

Fair Trade and Health Community campaign – Trans Pacific Partnership The NSWNMA has been active in raising community awareness about the impact of the Trans Pacific Partnership on healthcare. The trade deal being negotiated between 12 countries threatens our access to affordable medicines, will undermine how our Pharmaceutical Benefits Scheme operates giving the drug manufacturers unprecedented access and appeals to the decision making processes, limit our ability around food and beverage labelling (cigarette plain packaging) and will give multinationals the right to sue our government if they believe new legislation inhibits their trade, even if the legislation is in the interests of our health or the environment. The deal is being carried out in secret and the public will not see the text for four years after the deal is done. For further information go to www.aftinet.org.au or Like our NSWNMA Tax Justice and Fair Trade Facebook site.

Action Pre Committee of Delegates Tax Justice and Fair Trade forums were held to encourage delegate participation.

Outcome Over 130 delegates have attended at least one pre CoD forum with a core group of consistent attendees.

Financial Transaction Tax (FTT) Robin Hood Tax

• The nurses were very well received by the community.

• The community was very surprised to learn about the loss of hours.

• The Branch collected 90 letters from community members to their local MP. • The Branch has reported that staffing had improved at the MPS.

Lismore Base Hospital – Northern NSW Local Health District Members in the maternity unit at Lismore Base Hospital felt that the hours being removed after a Birthrate Plus review were excessive and the special circumstances of the unit, being a low skill mix and the distance between the delivery suite and post natal area, were not taken into consideration (see Clause 53, Principles).

The Association has continued its campaign to Bring the Robin Hood Tax to Australia and has linked the campaign into the broader community debate on tax justice and the issues of privatisation. With the Federal and State Governments implementing austerity measures (attacking Medicare, cutting social services and access to education) and pushing privatisation, the Association believes it is important to argue that we can afford quality public services such as universal health care; it is all about our politicians making the right choices.

Action G20 Robin Hood Tax Tour and related stunts to provide events for members to attend and achieve goals. Pre Committee of Delegates Tax Justice and Fair Trade forums were held to encourage delegate participation.

Outcome Over 130 delegates have attended at least one pre CoD forum with a core group of consistent attendees.

Gilgandra District Hospital Branch – Western NSW Local Health District Community campaign – December 2014 Action The Branch carried a resolution to run a community information/letter writing stall in response to a reduction in nursing hours at the hospital.

Outcome • The Branch held a community information/letter writing stall on a Saturday, with 11 members participating.

There is a six bed surgical area that takes general surgical women, which creates staffing difficulties with the scope of practice.

Action Members tried to negotiate through branch resolutions and the RWC but were unsuccessful. The agreed deadline arrived with no resolution of the issues, the Branch decided to close only the non-maternity beds and concentrate on maternity.

Outcome • This action led to management adding extra staff when the beds were reopened.

• Members were able to report in the media that mana­ gement were opening and staffing beds to safe levels.

Moruya District Hospital and Batemans Bay District Hospital – Southern NSW Local Health District Action Members from both sites held branch meetings in late January objecting loudly regarding the reduction of four medical beds on each site. They were of the view that these beds should not be removed from the bed base on each site to facilitate the opening of the new unit. They had been advised at the beginning of the process that this was a new service for the area and were very concerned that there would be appropriate Ratios in the new unit. Members threatened that the unit would not open without appropriate staffing.

They also sought agreement from management that their local bed base would remain the same and their medical beds could be reopened and properly funded when required. key direction 1

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Outcome • Responses from management around the removal of the four beds from each site stated that the medical beds had not been permanently removed and could be opened in winter on a needs basis with the appropriate staffing in place.

• Members on the Moruya site held up the opening of the new Rehabilitation Unit until the final suitable roster was supplied in consultation with their NUM. Members also held a rally on the day of the opening in the presence of the Hon Jillian Skinner, Minister for Health.

Muswellbrook District Hospital – Hunter New England Local Health District Ratios campaign The Muswellbrook District Hospital Branch held a rally in February outside the post office on Muswellbrook’s main street as part of the campaign for equal Ratios between metropolitan and regional hospitals. The rally drew 60 attendees and speeches were given by local members and by the local candidates for the then upcoming NSW State Election.

The Branch followed up on the day of the NSW State Election, wearing their NSWNMA scrubs and attending electo­ral booths. In this capacity the Branch asked all vo­ters to consider health issues and the health inequality bet­ween metropolitan and regional areas before they voted.

Action Members held a community Ratios rally and campaigned on electoral booths.

Outcome • Widespread media coverage on the Ratios issue.

• Commitments were received from all the candidates except National Party member, Michael Johnson, to support Ratios.

Muswellbrook District Hospital – Hunter New England Local Health District Emergency Department In February, Muswellbrook District Hospital opened a new ED. In the lead up, the Branch worked to improve staffing arrangements to ensure that they would be able to provide safer patient care. Initially, Hunter New England proposed staffing arrangements that promoted the use of ENs afterhours when there was little support

staff around to ensure that their scope of practice was being adequately supervised by an RN. Action Members became involved in the Joint Consultative Committee (JCC) process and argued for safer staffing arrangements.

Outcome The LHD altered the staffing arrangements to ensure safer patient care after campaigning by the Branch.

Save Medicare Campaign Members providing testimony – public hearing of the Senate Select Committee on Health Action Members were identified and supported to provide expert testimony at public hearings of the Senate Select Committee on Health.

Outcome Inquiry was provided with direct accounts, from the nursing perspective, of the impact of proposed changes to Medicare and associated issues such as cost shifting. This process has attracted ongoing media interest and publicity supporting our campaigns against privatisation and undermining of Medicare.

Members who participated reported feeling empowered and indicated that they would look forward to similar opportunities in the future.

Wallsend Aged Care Facility – Hunter New England Local Health District Removal of Award protections Members at Wallsend Aged Care Facility came together when local management produced a waiver that would remove the Award protections given to nurses and midwives in relation to hours of work and free time. These waivers were distributed to members by the NUMs. Members felt pressured into signing the waiver against their will.

Action Collective action was taken by the Branch to pressure local management to rescind the waiver. The Branch, as a collective, met with their DoN and petitioned her to meet to the branch’s requests.

Outcome • The waivers were rescinded by management.

• Completed waivers were returned to staff.

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Strategy

Ensure a focus on retaining as many members as possible Membership Services Member financiality Action Proactive contact with members regarding overdue accounts via email and SMS with direct links to the online payment gateway to minimise barriers to making payments.

Proactively contacting members who are resigning for dissatisfied reasons and followed up directly or referred to appropriate person. Offer of alternate payment systems for resignations for financial reasons.

Discussion with members in financial difficulty on various options to decrease the likelihood of them becoming unfinancial and/or lapsing. Including options of alternate payment methods and the possibility of waivers and suspensions, depending on the situation.

Outcome • A decrease in the number of members with arrears becoming unfinancial and later lapsing or resigning due to financial difficulties.

• Reduced number of resignations.

• Reduced number of members becoming unfinancial.

Representation in a timely and efficient manner Ensuring information and support provided to members and Branches enabled the resolution of issues locally and ensured that an increasing number of members were confident and self-reliant to resolve matters, as well as, referral and advocacy at an appropriate level, for example at the workplace or tribunal, where an individual is unable to resolve the issue.

Action Information Officers have this year managed some 15,600 inquiries from members and Branch officials.

Nurse/Midwife Advocates, Member Support Officers and Industrial staff were directly involved in 2,725 cases. These cases included individual member matters, workplace or hospital (or even LHD) matters or those with statewide implications.

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Outcome • 76% of the total inquiries received sufficient information and support to resolve the issue, without requiring further assistance.

• As a priority, Nurse/Midwife Advocates, Member Support Officers and Industrial staff attempt to provide sufficient information and support to empower individual members or Branch officials to resolve issues. This enables a legacy of knowledge and experience for the member and/or Branch.

• Direct involvement and advocacy on appropriate issues also demonstrates the benefits of becoming a member and remaining a member.

• The timely and effective manner of addressing these issues, and clear lines of communication, demonstrates the benefits of becoming and remaining a member of the Association.

• It enables also a legacy of knowledge and experience to the member and/or Branch, whilst potentially establishing or modifying behaviours by the employer.

Legal representation Ensuring litigation and the use of tribunals is undertaken efficiently, with a proportional allocation of resources to each issue/dispute.

Action During the year, the Association has instigated actions before various tribunals and courts, including: • 27 unfair dismissal applications in the Industrial Relations Commission of NSW; • 54 unfair dismissal Applications in the Fair Work Commission; • 32 dispute notifications in the Industrial Relations Commission of NSW; • 10 dispute notifications in the Fair Work Commission; • 6 matters in the Chief Industrial Magistrate’s Court (NSW); and • 13 matters in other tribunals and courts including the Anti Discrimination Board, Australian Human Rights Commission, Federal Circuit Court of Australia, and Federal Court of Australia.

Outcome These matters have resulted in important outcomes for members and offer ample reasons for becoming and remaining a member. Some were in conjunction with, or arising from, organising and campaigning strategies implemented by branches. Terminations were addressed in the appropriate forum, with most resolved via conciliation. Nothing is more precious to a member than the capacity to return to their work as soon as possible.

Dispute with Ministry of Health and others Allocation of ADOs to nurses and midwives working in the NSW public health system Action Earlier this year, the Association was alerted to public health employers commencing recovery action, predicated on alleged excessive ADOs being allocated and taken. Members were also advising that they were being inappropriately listed as having a negative ADO balance and prevented from accessing an ADO in the following month.

Outcome • Following appearances before the IRC, all recovery of monies resulting from alleged excessive ADO usage was to cease. In addition, members who were alleged to have a negative ADO balance were to continue to be rostered for their ADO in future roster cycles, as per Award requirements.

regarding its alleged breach of the Anti Discrimination Act 1977 (NSW) relating to direct and indirect discrimination on the grounds of disability.

Outcome • The Association continues to support and repre­sent any member disadvantaged by this project.

• The Association is continuing its assistance and support regarding the complaint to the ADB.

St Vincent’s Hospital – St Vincent’s Hospital Network A restructure of the CNC structure was proposed late in 2014 with the potential for seven CNCs to be deleted from the St Vincent’s organisation.

Action Multiple Branch meetings and resolutions were written by the Branch to management. The CNCs are actively involved in branch procedures.

Outcome • The involvement of the Branch and CNC members saved five of these positions.

• The Branch executive are now consulted by management and have been included at high level meetings with management with regards to changes in services.

• The Ministry and Association continue to under­ take discussion, as well as debate audit me­ thodo­logies to reach a conclusive position. The Association maintains the processes em­bed­ded in StaffLink are contrary to Award requirements.

Dispute with Mid North Coast Local Health District Pre-employment health assessments Action Mid North Coast Local Health District (MNCLHD) int­roduced pre-employment health assessments of preferred applicants 45 years and over, including exist­ ing nurses and midwives seeking alternate positions.

The Association made a number of representations to MNCLHD and the Ministry of Health on behalf of members and the Branch.

The Association is supporting one member who has made a complaint to the Anti Discrimination Board (ADB). The ADB has sought a response from MNCLHD key direction 1

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Key Direction 2

Be innovative in our advocacy and bargaining New challenges and environments require new thinking and continuous improvement of professional and industrial advocacy and bargaining.

The NSWNMA will directly represent and organise members and their workplaces, as well as engage with the community and other key stakeholders, to achieve advancement in professional and industrial outcomes.

Strategies Review and implement improved NSWNMA approaches and processes for collective bargaining and enforcement of rights Ensure that advocacy and bargaining aligns with our growing capacity to influence Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes Campaign to extend enforceable staffing arrangements for safe patient care into other sectors Review NSWNMA approaches and processes for linking professional advocacy to organising and growth Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups

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Strategy

Review and implement improved NSWNMA approaches and processes for collective bargaining and enforcement of rights ACS Enterprise Agreement “template” The strategy was to incrementally reduce the gap between wages paid in this sector and the acute sector and maintain Enterprise Agreement coverage for members employed by these providers with a commensurate level of resourcing from the union office.

Action Research to identify competitors for leverage at the negotiation table.

Outcome Wage increases for 2014, 2015 and 2016 average of 3% per year, which is in excess of public sector outcomes therefore marginally reducing the gap. A high rate of re-adoption of the template Agreement has been achieved. There are a total of 95 employers representing 175 facilities covered by the new template Agreement. Only four employers (operating four facilities) previously covered by the 2011 Agreement did not offer their employees a new Agreement. Improvements to the EN pay progression and faster AiN progression for those with Certificate III was achieved.

Achieving pay parity for aged care members Work has been undertaken to build power and identify aged care employers that are prepared to narrow the pay gap.

Action Enterprise agreement campaigns with Uniting Care Ageing and Baptist Care identified certain employee classifications where the companies were prepared to make significant pay increases.

Outcome The Uniting Care and Baptist Care enterprise agreements now provide for significantly increased RN rates of pay over the life of the agreements compared with other employers in the sector. In some classifications the rates will exceed Public Health System rates.

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Blacktown Hospital – Western Sydney Local Health District Unresolved staffing and workload issues Action Members formulated a nursing hours monitoring tool so that the RWC could receive monthly reports.

Outcome The RWC has become a strong union structure at this facility and management now have fortnightly meetings with the Branch officials to ensure issues are dealt with in a timely manner.

Clarence Valley Mental Health Team – Northern NSW Local Health District The non-recruitment to vacancies led to excessive workloads for staff. The core work, to ensure clients are monitored, was unable to be carried out. The ad hoc backfilling of staff compounded the issues.

Action Members in the mental health team took collective action by refusing to undertake data entry while ever vacancies were left unfilled. Members insisted on input into the recruitment process so that skill mix was maintained.

Outcome • Recruitment of all existing vacancies occurred and appropriate skill mix was maintained.

• A branch was formed.

Cummins Unit, Royal North Shore Hospital – Northern Sydney Local health District Work, Health and Safety issues Action In 2014 a dispute was filed in the IRC following reports a patient had committed violent acts against members in the Cummins Unit at Royal North Shore Hospital.

Under NSW Work, Health and Safety (WHS) laws, the Association issued a notice that NSLHD produce

documents detailing what steps they had taken to eliminate/minimise this risk. The Association found flaws in their approach and held discussions with NSLHD about what action was required to promote a safer workplace.

Outcome • NSLHD confirmed consultative processes in place and provided copies of WHS Committee minutes for the Royal North Shore and Macquarie Hospital Committees.

• Weekly Incident Information Management System meetings for the Cummins Unit were introduced to focus on risk control issues.

• NSLHD also advised the request for Severity Assess­ ment Code training courses to be made man­da­tory for managers was under review and they were willing to work collaboratively to resolve safety concerns.

• Information provided during the course of the dispute establishes a basis for ongoing consultation with the NSLHD concerning health and safety issues and provides a guide to managing future issues.

Healthscope Limited Accessing and activating members pre bargaining Action Organising plans were developed for Healthscope sites where both density and engagement were poor.

The employer resisted and attempted to restrict entry.

Low-key activities were initiated, such as, BBQs that provided a forum to engage members, encouraged branch formation and identified potential activists.

Outcome • Both Newcastle Private and Nepean Hospital had increased membership following these activities.

• Nepean Hospital has subsequently formed a branch pre bargaining for the next Enterprise Agreement.

Western Sydney Community Nurses – Western Sydney Local Health District Action Members carried a resolution requiring the LHD DoNM and Community Health NM to meet with them to formu­late a plan to recruit to all vacancies and update their technological tools.

Outcome The DoNM and NM met with the Branch and agreed to re­cruit to all existing vacancies and they are implementing a plan to update their computer technology and communication processes.

Western Sydney Local Health District Action Member representatives tirelessly lobbied decision makers at the LHD executive to reverse their decision to not allow casual and agency nurses to work full shifts.

Outcome At the September 2014 JCC meeting, members who sit on this committee managed to negotiate with the LHD executive to agree to reverse a long standing policy they had regarding backfilling nursing staff for unplanned leave and to fill gaps in rosters. Prior to this meeting, the LHD would only allow casual and agency nursing staff to work for six hours when backfilling an eight hour shift.

Strategies n

Review and implement improved NSWNMA approaches and processes for collective bargaining and enforcement of rights n Ensure that advocacy and bargaining aligns with our growing capacity to influence

Accrual of annual leave whilst on workers compensation Action The Association made an application on behalf of a member (employed by Anglican Care) to the Federal Circuit Court seeking a declaration on the proper

construction of the relevant provisions in the Fair Work Act 2009 (Cth) relating to the entitlements of injured workers to accrue and take annual leave whilst receiving workers compensation payments.

The Association ran this case to test the prevailing statutory interpretation that the relevant provisions, section key direction 2

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49 of the Workers Compensation Act 1987 (NSW) and section 130(2) of the Fair Work Act 2009 (Cth), did not provide for the taking or accruing of annual leave.

This was the accepted interpretation of most industrial parties.

Outcome Late last year the Federal Circuit Court found the member was entitled to accrue annual leave whilst they were absent from work and receiving workers compensation payments. The Court ordered Anglican Care to pay the amount owed with interest.

Anglican Care appealed the Court’s decision and on 5 June 2015 the full bench of the Federal Court dismissed the appeal.

This demonstrates a judicious use of litigation to achieve a decision that subject to any appeal to the High Court has significant ramifications for all injured workers in NSW. It illustrates the Association’s willingness to take on such matters, demonstrating our capacity to influence outcomes well beyond the workplaces of our members.

Buckland Aged Care Services Bullying of staff Action A number of complaints were raised by members working in Buckland Aged Care Services regarding alleged systemic bullying of staff by the employer.

The Association filed six bullying applications in the relatively new jurisdiction of the Fair Work Commission to deal with bullying matters.

Outcome • The matters were settled and discontinued following agreement of the parties to develop policies and procedures for the workplace to prevent reoccurrence.

• The Association was able to take advantage of new approaches to enforce member rights, demonstrating our capacity to influence and obtain outcomes for members.

Northern NSW Local Health District Casual conversion to permanent positions Action The Association was involved in the successful casual conversion of 13 nurses at Lismore Adult Mental Health Unit. This identified a systemic issue with the application of the relevant Award provision.

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and whether relevant documentation as required under the Award had been provided to casuals.

Outcome • NNSWLHD conceded it had failed to produce the relevant records and notify casual employees.

• Whilst more work needs to be done on this matter, it demonstrates an astute use of legislation to achieve outcomes and modify employer behaviour.

SOS nursing and home care services Action The Association was previously able to secure $65,000 in underpayments for 13 members following the non-payment of travelling time by SOS Nursing and Home Care Services; however, the company went into liquidation.

The Association undertook proceedings before a Federal Circuit Court seeking fines against the Managing Director for their involvement in the identified underpayments.

Outcome • The Association awaits a decision from the Federal Circuit Court.

• In addition, the Association secured a further $6,840 for a member through the tax-payer funded GEERS scheme.

• This demonstrates a judicious use of litigation to hopefully achieve a decision that demonstrates that responsibility must be borne by those answerable for such entities.

Sydney Local Health District Non-payment of in-charge of shift allowance Action Notification of an industrial dispute was filed in the IRC in relation to the non-payment and underpayment of in-charge of shift allowance on behalf of members in the role of Team Leader in the Haematology Ambulatory Care Unit at Concord Repatriation Hospital.

The claim was made pursuant to clause 12(v) of the Public Health System Nurses’ and Midwives’ (State) Award 2011.

Outcome • At the end of October, the IRC found “… a close exami­ nation of the team leader’s role in these proceedings reveals that the duties performed by [RNs] in the role of team leader constituted a day to day clinical mana­ gement role for the purposes of the proviso in cl 12(v)”.

• The IRC made orders for payment and back-payment including interest.

• The case has facilitated similar claims by members for the payment of such an allowance.

Strategy

Ensure that advocacy and bargaining aligns with our growing capacity to influence Equivalent leave entitlements arising from parenting responsibilities via surrogacy arrangements Action The Association has encountered difficulties when seeking to have existing maternity, adoption and paren­tal leave provisions provided to those with parenting responsibilities that have arisen via surrogacy arrangements.

The Association has worked with Unions NSW and other unions to lobby the NSW Government to remove any ambiguity that may prevent parents of children born via surrogacy arrangements to access parental leave entitlements.

Outcome • In the absence of any test case or ‘model’ clauses de­ ve­loped by the ACTU or Unions NSW, the Association is continuing to work towards an equitable solution.

• This illustrates the Association’s capacity to engender and initiate collaborative actions and hopefully bring about change.

Legislative Review Action The NSWNMA regularly reviews legislative amend­ments to be able to promote the NSWNMA as a significant and professional ad­vo­cate for members and inform them of any or all potential concerns that will/may im­pact their ability to practice within the profession.

Outcome Through education seminars, circulars to members and articles in The Lamp, advice will continue to be provided to members about legislative changes, such as, amendments to the Health Regulation Practitioner National Law (NSW) and the insertion of a new section, namely s176BA. This Section 176BA compels the Nursing and Midwifery Council of New South Wales (NMC) “to notify employers, or other nominated person, of all conditions, including health conditions, imposed on a practitioner’s registration by the Council.” This amendment also enables the NMC to notify future

employers and represents a significant change for registered nurses and midwives.

The NSWNMA is concerned this amendment will result in some employees being managed out of their position under the pretext of a seemingly unrelated reason.

Ministry of Health Midwifery Group Practice Annualised Salary Pilot Agreement Review.

Action This review was jointly undertaken by the Ministry of Health and NSWNMA, with a representative from the Association’s Midwifery Reference Group on the panel.

Outcome • The review has been completed, with all improvements requested by the Association included in the revised agreement. Unfortunately, due to the continuing NSW Government’s wages policy, the parties were unable to negotiate an increase to the 29% loading received by midwives as part of these arrangements.

• The revised agreement was provided to members and the Association’s Midwifery Reference Group for feedback and then released by the Ministry as an Information Bulletin. It has since been progressively rolled out to the Local Health Districts.

Prevention of bullying and harassment in the public sector Action Public sector employee surveys over previous years identified considerable concern and incidences of bullying and harassment in the workplace, prompting the Public Service Commissioner (PSC) to convene a roundtable. This included participation from public sector unions and Unions NSW to establish strategies to address such behaviours.

Outcome • A draft action plan is to be issued by the PSC to all government agencies to better inform identification

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and management of such behaviours. This has been considerably assisted by input from unions via Unions NSW.

eradicate bullying and harassing behaviours from the workplace.

• A practical guide to dealing with bullying and harassment will be discussed at the August meeting of the Roundtable. A joint statement will also be developed and can be signed by all parties (including unions) confirming a commitment to

• This illustrates the effectiveness of collaborative working arrangements that enable continued efforts to address bullying and harassment.

• The Association will also consider strategies to educate and support members in identifying and managing bullying and harassing behaviours.

Strategy

Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance Public Health System Ratios claim development 2014-15 To implement 2013 Annual Conference resolutions calling for development of Ratios claims (or equivalents) in outpatients areas, maternity services not utilising Birthrate Plus, short stay wards and Drug and Alcohol Units.

Action Members with ‘expert’ level practice in the three specialties were invited to self-nominate on a reference group to assist the claim formation. Reference groups met during 2014 with a recommended set of claims ultimately forwarded to the Log of Claims Committee for inclusion in the 2015 Award Claim. During the process all branches were given the opportunity to comment on the draft Ratios proposals.

Outcome Ratios claims were endorsed by PHS Branches after wide consultation for inclusion in the 2015 claim for: maternity services not utilising Birthrate Plus; short stay wards and Drug and Alcohol Units. The proposals for outpatient services are still in formation as there are significant complexities involved in this specialty.

• Members will be able to prepare data and provide evi­dence to the committee in order to support their issues.

Branch Official & Activist Training (BOAT) 2014/15 As a component of Branch Officials and Activist Training (BOAT), a kit was developed for organisers to be able to deliver training in the workplace that is aimed at providing public sector members with the skills and knowledge they need to pursue workload improvements in their workplace.

Action RWC training kit prepared and delivered by Association staff; and, Safe Staffing (NHPPD/Ratios) training kit prepared and delivered by Association staff.

Outcome

Times offered

Total Attendance

Reasonable Workload Committee Training

5

59

Safe Staffing Arrangements

6

75

2014

Branch Executives – education and training

Training continues in 2015 with a focus on RWC training.

Action To enable Branch executives to direct workload issues to the appropriate forum.

Illawarra Shoalhaven Local Health District

Outcome • Reasonable Workload Committees will be functio­ nal in 2015 across all sectors/health facilities.

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Many nurses and midwives did not have the knowledge to enable them to use their Award to address workload concerns. The RWC was not operating efficiently and effectively, as intended.

Action In the past twelve months workloads training has been provided to over 50 nurses and midwives at Bulli, David Berry, Milton-Ulladulla, Port Kembla, Shellharbour, Shoalhaven District Memorial and Wollongong hospitals.

Outcome • Four new members from Medical Ward A were recruited.

• Two agency ENs were engaged on short term contracts.

Outcome • RWCs have been reinvigorated and are now active at these sites.

• Medical Ward A nursing hours were met and continue to be met. Additionally, data for all clinical units across the Illawarra Shoalhaven LHD are published by the respective NUMs on a regular basis to ensure transparency and Award compliance; this is being monitored by the District DoNM.

• The RWC at Shoalhaven was instrumental in addressing a workloads issue on Medical Ward A that led to bed closures and to securing additional staff to meet nursing hours.

• Medical Ward A has now been divided into two distinct areas, Medical North (28 bed unit) and Medical South (12 bed unit) and the four medical cardiac beds have been relocated adjacent to the ICU.

• Nurses and midwives have been empowered through workloads education and can now use their Award to effectively address their workload issues.

• The introduction of 10-hour nights has allowed ade­ quate time for handover and provision of education.

Shoalhaven District Memorial Hospital – Illawarra Shoalhaven Local Health District An increased workload on Medical Ward A was evidenced by failing to meet the required 5.5 nursing hours requirement by an average of 70 hours per week over a 14 week period. This was also compounded by: inadequate skill mix, increasing patient acuity, geography of the ward and non ‘like for like’ replacement.

Action The failure to meet the required nursing hours was raised at the local RWC meeting on 13 August 2014.

Hospital management was given 24 hours by the Branch to respond as to how the situation would be rectified. The Branch met and endorsed a resolution on 14 August notifying management that due to concerns for patient safety, beds would be closed as discharges occurred. Two beds were closed at approximately 17:00 hours on 18 August 2014.

Tamworth Rural Referral Hospital – Hunter New England Local Health District Workloads Members endured significant shortfalls of nursing hours for over 12 months and attempted to resolve the issue through the RWC and USCC to no avail. Workloads became unsafe and untenable.

Action Members engaged the IRC to assist with the enforcement of ratios and the examination of compliance failure.

Outcome • HNELHD has been directed to comply with existing Ratios.

• HNELHD has been directed to conduct retrospective examination into shortfalls including who authorised any non-compliance.

• There has been a knock on effect throughout HNELHD with multiple sites active around workloads. key direction 2

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Strategy

Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes

Aged Care – RN 24/7 Campaign Action Actions in this campaign centred around the following areas: Broken Hill, Orange and the Central West, Blue Mountains, Western Sydney, Central Coast, Illawarra, Wagga, Inner West Sydney, Upper Hunter, Mid and Far North Coast.

6 Local governments were contacted by NSWNMA activists who requested that motions supporting the RN 24/7 campaign be passed.

7 Media outlets were contacted by activists, community allies and by Association press release to highlight to the public the importance of the RN 24/7 campaign.

1 Letters were sent to community organisations, peak bodies and potential supporting organisations that include: health organisations, nursing and midwifery professional bodies, organisations within the Sydney Alliance, and Lions Club Districts.

8 An Aged Care community forum was held in June in NSW Parliament House.

2 Relationship meetings were held with a number of community/peak organisations. These organisations were tasked with: obtaining and returning petition signatures, contacting the Minister for Health.

10 Local nurses and a GP met the Bishop of Wagga Wagga to explain the RN 24/7 campaign.

3 Community forums were held at Summer Hill and in the Blue Mountains in March.

4 All sitting members of NSW parliament and candidates for the State Election were targeted with a campaign introductory letter.

5 Members and community allies were requested to con­ tact the Minister for Health and MPs in targeted areas.

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9 The NSWNMA was invited to attend all services at St Brigid’s Roman Catholic Church, Marrickville to address parishioners about RN 24/7.

Outcome 1 Letters of support regarding the campaign were received from: Alzheimer’s Australia, Country Women’s Association of NSW, the Cancer Council, Combined Pensioners and Superannuants Association, Australian Women’s Health Nurse Association, Older Women’s Network.

After a relational meeting with Association staff, the

following community groups attended campaign events, distributed and collected petitions, were involved in media events, contacted the Hon Jillian Skinner, Minister for Health and other politicians: • Cancer Council NSW • Charles Sturt University – School of Nursing • Combined Retired Union Members Association • Country Women’s Association of NSW • Jewish Board of Deputies • National Seniors • Older Women’s Network • Parish of Our Lady of Star of the Sea • Parish of St Brigid’s • Parish of Wagga Wagga • Portuguese Seniors Association • Probus • Quality Aged Care Action Group • Retired CFMEU Branch • Sydney University School of Nursing 2 Five candidates in the NSW State Election attended community forums at Summer Hill and in the Blue Mountains, pledging their support.

Community members and representatives of interested groups also attended. Both events gained media coverage.

3 14 sitting members of NSW Parliament contacted Minister Skinner regarding the RN 24/7 campaign following their receipt of the introductory letter.

4 A number of activists and community allies contacted Minister Skinner and their MPs to promote the campaign. This resulted in: • A meeting between Montana Branch activists and Minister Skinner.

• The RN 24/7 campaign was mentioned in the maiden speech of parliamentarian, Trish Doyle, Member for Blue Mountains.

• Questions without notice were asked by Shooters and Fishers MP, Robert Brown, in support of the campaign.

• Noreen Hay MP put a Notice of Motion to ensure the RN24/7 campaign was debated in the Legislative Assembly.

702, 2UE and a number of stories across regional print, radio and television.

7 Through the work of our activists and community allies, the Association handed more than 10,000 signatures to the Member for Blue Mountains Trish Doyle at NSW Parliament on 24 June, 2015.

8 The Bishop of Wagga Wagga supported the campaign and sent the petition and information to parishes in his diocese. Local media coverage raised community awareness.

C Group Ratio Campaign – Public Health System 2015 Award Claim Action Members met with their local State MPs and attended doorknocking in some electorates.

Outcome • All targeted MPs were met and continued media coverage resulted in demonstrated pressure being applied in the lead up to the NSW State Election.

• The swing against sitting MPs was greater than the average of 3.5% in all but two sites (Monaro +0.5% swing to the sitting MP, Northern Tablelands -0.6% away from the sitting MP) with a range of -3.6% (Wollondilly) to -21.3% (Clarence).

ED 1:3 Ratios Campaign – Public Health System 2015 Award Claim As part of the NSWNMA mandated staffing Ratios Claim, a total of twelve major metropolitan hospital EDs were strategically targeted.

Action Organisers and identified activists lobbied State MPs and were actively involved in Local Union Community Councils (LUCCs).

5 The following local government areas have passed resolutions in support of the RN 24/7 campaign: Nambucca Shire, Ashfield, Katoomba, Marrickville, City of Sydney, Willoughby, Mosman and Moree Shire.

6 The campaign has generated a strong amount of interest from media outlets. This has included a print article in the Sydney Morning Herald, ABC key direction 2

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Workers Compensation legislation – changes Action In 2012, the NSW Government introduced severe cuts to workers compensation benefits based on a ‘financial crisis’ engulfing the WorkCover compen­sa­ tion scheme. This reason was subsequently dispelled in 2014, when it was revealed the WorkCover scheme had a surplus of $1.3 billion and was expected to reach $6 billion by 2019.

More than 5,000 injured workers have lost their benefits and up to 20,000 workers with long-term injuries have lost their entitlements to medical benefits.

Outcome • 23 candidates running in the State Election pledged their support for the 1:3 in ED campaign.

• 30 members became involved in their LUCC activities during the campaign, such as, wobble boarding, handing out flyers, doorknocking and candidate forums.

• Although the Liberal-National Coalition did not engage or commit to this campaign, NSW Labor did make a significant announcement. They committed to employ 840 additional nurses in EDs and paediatric units across the state. Additionally, they promised to enact nurse-to-patient Ratios into legislation.

The Association has continued to work with Unions NSW and other unions to lobby the NSW Government and other political parties to review the changes and reinstate lost benefits.

Outcome Continued lobbying has resulted in the Hon Rev Fred Nile MLC, leader of the Christian Democratic Party, initiating a Legislative Council Committee inquiry to review the damage done to injured workers. Rev Nile is keen for the inquiry to hear directly from injured workers, with the view of pressing the NSW Government to roll back some of its more oppressive elements, such as, medical benefits and compensation.

Strategy

Campaign to extend enforceable staffing arrangements for safe patient care into other sectors Lifehouse at RPA Enterprise Bargaining Agreement To retain Public Health System Ratios and conditions generally in this greenfield site, an Enterprise Agreement campaign was put in place by developing delegate capacity and maintaining high union density in the transfer of services from the Public Health System to the private sector.

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Stage 1 ambulatory care services to achieve density maintenance. Close development of Enterprise Agreement claims with Branch officials and participation of delegates on NSWNMA negotiating team.

Outcome Public Health System Ratios retained, with some adjustments to account for the different service provision. The result represents the first private sector facility to have enforceable nurse-to-patient Ratios in NSW.

Strategy

Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Representation of members Identification of emerging issues Action Identification of emerging issues of professional practice have the potential to impact adversely on members, which in turn may require the NSWNMA to provide direct legal representation to protect member’s professional reputation.

NSWNMA legal officers have attended a number of coronial inquests following patient suicides in mental health units this year, where members have required legal representation.

A significant issue arising from these cases involves the quality and documentation of care level observations.

Outcome • Recommen­dations of the Coroner have at times been critical of nurses for failing to document a change in the presentation and level of risk for patients (i.e. confusion, aggression, suicidal or self-harm behaviours, disorganisation, psychotic behaviours), or for failing to document care level observations at all and for documenting observations retrospectively.

• The failure to document care level observations and the documentation of care level observations retrospectively, are obvious clinical failures where criticism of nurses is usually justified.

• There has been considerable concern about the adequacy of observations particularly where the relevant LHD policies and forms at the time that applied to the inpatient unit are at best unclear and at worse contradictory. In the first half of 2015, LHDs have been reviewing policies in order to remove all confusion following a number of findings regarding the quality across and within the LHDs.

Outcome For the period July 2014 to June 2015, the NSWNMA legal officers provided support, advice and representation to members before various statutory and regulatory nursing and midwifery bodies, which included: • Australian Health Practitioners Regulation Agency (AHPRA) – 96 matters / enquiries • Health Care Complaints Commission (HCCC) – 100 matters / enquiries • Nursing and Midwifery Council (NMC) – 101 matters / enquiries • Professional Standards Committee (PSC) – 8 matters attended • NSW Civil & Administrative Tribunal (NCAT) – 5 matters attended • Coronial Inquests – 125 matters / enquiries • Coronial Inquests – 16 attended • Miscellaneous – 104 matters / enquiries (e.g.

Police statement checks, civil and criminal advice, root cause analysis investigations).

Miscellaneous

HCCC

Coronial Inquest

Representation before professional and statutory bodies Action The NSWNMA acts as a professional and legal advocate for members, providing direct representation to members before the relevant professional and statutory governing bodies.

AHPRA

NMC NCAT

PSC

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Key Direction 3

Promote a world class, well-funded, integrated health system

Increasingly, health is becoming a defining political issue in our country and budget decisions impact on the delivery of care. The NSWNMA will be an effective advocate for delivery of quality outcomes of care in an ever-changing health system and influence policy and decision-makers to invest in prevention and universality.

Strategies Consult with NSWNMA members on their vision of an integrated health system Identify the features of a world class, well-funded, integrated health system Develop an education program for NSWNMA members and member leaders Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members Advocate and influence decision makers on key issues that affect NSWNMA members and the delivery of care

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Strategy

Consult with NSWNMA members on their vision of an integrated health system NSWNMA Aged Care Reference Group Action NSWNMA has re-established an Aged Care Reference Group.

Outcome • An initial meeting has been held, where the terms of reference and format of meetings were agreed, as well as a regular program of meetings established.

• We have achieved membership within the group from a broad range of staff to ensure the group is well informed and representative of all our members.

NSWNMA Drug & Alcohol Reference Group Action The NSWNMA Drug & Alcohol Reference Group has the aim of providing members a platform to raise their issues and provide input to the Association on relevant drug and alcohol matters.

Outcome The inaugural meeting was convened on 29 April 2015 to discuss and provide advice to the General Secretary on the Drug Law Reform Discussion Paper prior to the NSW Bar Association Round Table Discussions.

NSWNMA Mental Health Reference Group Action Members are consulted regularly via the NSWNMA Mental Health Reference Group. A number of issues affecting members are raised and discussed by the group.

Outcome • Lobbying of the then Minister for Mental Health, Hon Jai Rowell, to request a review of the obser­ vation levels and forms used in mental health.

• Ongoing updates provided to members in regard to privatisation in mental health, including Uniting Care LikeMind project at Nepean Blue Mountains LHD.

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• Program development for NSWNMA Mental Health and Drug and Alcohol Nurses Forum 2014.

• Lobbying of the Director of Mental Health and Drug and Alcohol Office NSW Health regarding High Dependency Units and Observation Units in LHDs to update relevant policies and guidelines that promote consistency with admissions and referrals, staffing levels and funding.

• Lobbying of the then Minister for Mental Health, Hon Jai Rowell, regarding the safe rollout of ‘Declaration of Emergency Departments’ under the Mental Health Act to ensure members working in these areas are safe, with appropriate resources in place prior to implementation.

NSWNMA Midwifery Reference Group Action The NSWNMA Midwifery Reference Group consists of midwifery members from around NSW and is active in its capacity of advocacy for other midwives.

Outcome • It informs the NSWNMA Council through the Professional Issues Committee (PIC) and makes recommendations where appropriate, of pertinent professional issues relating to midwives and midwifery, and provides input into the development of strategic directions for the NSWNMA and members.

• It provides a forum for discussion, debate and action on all professional issues relevant to midwives and midwifery.

• It contributes and responds through the PIC to developments in health care, e.g. research, public opinion, positions of professional groups and political directions which impact on midwives and midwifery.

• It reviews and formulates all NSWNMA and ANMF policies, position statements and guide­lines relating to midwives and midwifery practices.

NSWNMA Professional Issues Committee Action The Professional Issues Committee (PIC) consists of members and Councillors from all areas of the health sector and meets bi-monthly.

Outcome • The PIC provides invaluable advice to the Association’s Professional officers on a wide range of professional issues. The committee also annually reviews the Association’s policies, position statements and guidelines that are due for discussion and endorsement at Annual Conference.

• The PIC has also provided comment on the ANMF policies due for review in the period, with an increased number reviewed during the past year.

National Graduate Nurse and Midwife Roundtables Action The NSWNMA plays an active role in the National Graduate Nurse and Midwife Roundtables which are held on a three monthly basis.

Outcome • The group is currently engaged in data collection and have requested AHPRA to play a leading role in this process. We are hopeful of learning the most accurate current numbers of graduates from both professions.

• The ANMF is leading the process of scoping the current literature related to graduate support and retention of early career nurses and midwives.

• Other issues for examination are government funding processes and any potential outcomes for graduate nurse and midwife programs.

• Finally, the capacity for newly qualified nurses and midwives to enter initial employment in an aged care or primary health care setting.

Unions NSW – 2015 Unions Summer Program Action Plan and deliver the annual 2015 Union Summer Program.

Outcome • Promote and advertise the program with the focus of attracting nursing / midwifery students.

• Deliver a diverse program to give participants a positive ‘behind the scenes’ overview of the role and function of the union.

• Develop union activists and future delegates.

• Four NSWNMA associate members completed the three week program.

• Increased each student’s confidence, awareness and union knowledge.

• Developed four activists who can articulate and promote the role of NSWNMA in their universities and workplaces.

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Strategy

Identify the features of a world class, well-funded, integrated health system Aged Care – RN 24/7 Campaign Action The NSWNMA has used research and good practice examples to inform the RN 24/7 campaign to keep registered nurses in nursing homes in NSW. Outcome • We have used examples of established aged care systems from the UK to build a case when advocating for minimum staffing in residential aged care facilities.

• Research has been drawn from internatio­nal studies to evidence best practice in relation to mi­ni­mum staffing in residential aged care facilities.

Anti-privatisation campaigns Patients Before Profits & Save Medicare Action The ‘Patients Before Profits’ publication provides an over­view of the key features of Medicare, the basic economic principles that underpin the efficiency of universal insurance, the evidence with regard to co-payments, privatisation/ Public-Private Partnerships (PPP) and the arguments supporting the sustainability of Medicare.

Outcome This publication was distributed broadly and provided some less well-known background information and evidence to support our position. This background knowledge is essential to support members’ and community understanding and appreciation of our key campaign messages.

Action A presentation of OECD facts and figures was made to the May 2014 CoD with regard to international com­parisons of health spending, affordability and outcomes.

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Outcome The purpose of this presentation was to counteract the misinformation from the Federal Government being used to support their claims that Medicare is unaffordable and to provide members with the information they need to be confident that public health spending in Australia is efficient and affordable.

Fair Trade and Health Community campaign – Trans Pacific Partnership Action NSWNMA officers attended ACTU courses, accessed academic articles, international advocacy groups and became engaged with the Australian Fair Trade and Investment Network (AFTINET) in order to develop a strong understanding of the impacts of the Trans Pacific Partnership (TPP) and other trade deals on health and industrial matters.

Outcome • Threats the TPP pose to health include: decreased access to affordable medicine, negatively affecting the functioning of the Pharmaceutical Benefits Scheme (PBS), food and beverage labelling limits and the ability of governments to be sued for legislating in the interests of health and the environment through Investor State Dispute Settlement (ISDS) systems.

• Trade deals offer very little worker or trade union protection and the inclusion of ISDSs in overseas trade agreements has seen Egypt sued for increasing the minimum wage.

Financial Transaction Tax (FTT) Robin Hood Tax Action Link this progressive tax measure as a method of ensuring funding for quality public services such as health care.

Outcome The ACTU has agreed to explore the benefits of an FTT as part of their policy platform for tax justice.

Strategy

Develop an education program for NSWNMA members and member leaders Outcome • 42 seminars conducted in the period July 2014 – June 2015; 22 in the metropolitan area and 20 regional seminars, with a total of 1,012 attendees.

• Online registration via the NSWNMA website for our seminars began in 2015 and has been very successful.

Fair Trade and Health Community campaign – Trans Pacific Partnership Action Delegates that attended the pre Committee of Delegates Tax Justice and Fair Trade workshops were asked to review the available literature to gauge its accessibility for members.

Outcome A NSWNMA specific pamphlet on the threats the TPP poses to health has been produced and over 2,000 have been distributed during actions and events.

Financial Transaction Tax (FTT) Robin Hood Tax Action Pre Committee of Delegates Tax Justice and Fair Trade forums were held to encourage delegate participation.

Outcome Over 130 delegates have attended at least one pre CoD forum with a core group of consistent attendees.

Member Education Member Education Calendar Action The Member Education Calendar is developed annually and is open to members and non-members to attend.

• Difficulty in accessing study leave is an ongoing issue for members and impacts on their ability to complete CPD requirements. Therefore the restructuring of the Are you meeting your CPD requirements? workshop to include RNs, ENs and midwives all in one group and making it a half day session has continued to prove very successful.

Keeping the Legal and Professional Issues seminar to a half day has also assisted nurses and midwives to attend.

• A number of facilities have requested seminars to be held on site at their facility. This is especially so for the Legal and Professional Issues seminar and the Importance of Documentation seminar.

The main reason given for requesting the onsite delivery mode is the difficulty for staff to access education and training utilising study leave.

Facilities can arrange rosters to incorporate an onsite session for staff.

NSWNMA Mental Health and Drug & Alcohol Nurses Forum Action The NSWNMA Mental Health and Drug and Alcohol Nurses Forum was held 18 July 2014 at the NSWNMA. Outcome • 130 members attended providing very positive feedback.

• Podcasts of the presentations were uploaded to the NSWNMA website for rural and remote members to access.

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Strategy

Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members Consultation & affiliation with professional bodies Aged Care Action The Association continues to actively participate in meetings and forums with a wide range of stake­ holders both within NSW and other states to pro­mote the organisation and build capacity to influence.

Outcome Regular meetings are attended by NSWNMA officers with the following agencies: Quality Aged Care Action Group Incorporated (QACAG), CPSA, NSW Ageing Alliance, Aged Care Quality Agency, Aged and Community Care Liaison Group.

Primary Health sector Action The inaugural meeting was held of the recently formed Networking Health NSW (formally known as General Practice NSW), to provide leadership and coordination across the primary health care sector in NSW. Outcome The focus was to build collaboration between services especially within the NSW Chronic Disease Management Program.

Representation at trade displays & events Action From July 2014 to June 2015, the NSWNMA was represented at 18 conferences and open days where we held trade displays.

Outcome • Recruitment of new members.

• Having a presence at these conferences shows our support for organisations and affords members and non-members alike the opportunity to approach NSWNMA representatives and field queries.

• Promotion of NSWNMA campaigns and education seminars.

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Financial Transaction Tax (FTT) Robin Hood Tax Action The Association sought contact with similar international and national tax campaign groups.

Outcome The NSWNMA is now linked in to the UK and US Robin Hood Tax campaigners network and the Tax Justice Network Australia.

Last Drinks Coalition Major organisations representing emergency service workers in NSW banded together to form the Last Drinks Coalition. The campaign is seeking to tackle the issue of alcohol-fuelled violence head-on, by challenging the 24/7 drinking culture that has permeated modern Australian society.

The Coalition believes strongly in evidence-based policy solutions. Evidence shows that the most effective way to reduce alcohol-fuelled violence in the Australian context is by placing restrictions on late night sale of alcohol. So far the campaign has been successful in getting the measures introduced in the greater Sydney CBD, with the NSW Government introducing the measures in early 2014. While it is still early days, all reports indicate that the measures are working to reduce alcohol-related assaults. The challenge now is to help other communities across the

state to combat alcohol-related violence. The Coalition will now use the same evidence-based policy solutions to tackle the ice epidemic.

Action Ongoing involvement in the Last Drinks Coalition to promote a safer culture of alcohol use in communities.

Outcome The ‘Newcastle solution’ to reduce all night drinking in the Sydney CBD has seen a decrease in violent assaults and on presentations to EDs within the area.

New South Wales Act Alcohol Policy Alliance (NAAPA) The NSW and ACT Alcohol Policy Alliance (NAAPA) is an alliance of health, community, emergency services and research organisations, with the objective of promoting evidence-based actions to prevent and reduce acute and chronic alcohol-related harms. The Alliance provides a shared voice for organisations in NSW and the ACT in response to the issues of alcohol-related harms in their jurisdictions.

It has a number of roles including to: • Develop and support effective alcohol policy reform in NSW and the ACT and ensure that agreed alcohol policy is better promoted, evaluated and sustained across both jurisdictions.

• Advocate for evidence-based alcohol policy reforms to address the increasing concerns of alcohol-related harms in NSW and the ACT. • Identify research gaps in NSW and the ACT in regards to addressing alcohol-related harms and continue to build on the evidence base to support alcohol policy reform.

• Facilitate coordinated policy, advocacy and research for organisations concerned with alcoholrelated harms in NSW and the ACT. • Lead the public debate on alcohol-related policy issues in NSW and the ACT. Action Ongoing involvement, input and promotion into NAAPA campaigns.

Outcome • The NSWNMA attended and promoted the NAAPA election forum giving communities an opportunity to raise important questions about alcohol policy.

• NAAPA called for $1.2 million over four years

to es­tablish a Fetal Alcohol Spectrum Disorder (FASD) clinic at the Children’s Hospital at Westmead in Sydney, which has since been funded by the NSW Government.

Member Education Environmental Health Action The NSWNMA developed an initiative – the Environmental Health Seminar – with South Western Sydney Local Health District (SSWLHD) focusing on Global Green and Healthy Hospitals Network goals.

Outcome • Expert presenters assisted nurses and midwives and health professional participants to understand the strategies they needed for sustainable health outcomes in hospitals and community.

• Networking opportunities were provided and taken by participants.

• The partnership established is strong as both the Association and Professor Martin Sainsbury, NSW Health are committed to achieving sustainable environmental outcomes and progression in that area.

• A midwife has become involved in her hospital’s Sustainability Committee and some participants will be invited to the Sustainability Committee meetings within the Ministry of Health.

• The Executive Director of Nursing and Midwifery for SSWLHD is keen to promote sustainable health care outcomes.

Scholarships – The Edith Cavell Trust Action Administration of Edith Cavell Trust Scholarships for the 2015 academic year.

Outcome The Edith Cavell Trust Scholarships awarded 36 scholarships for a total amount of $100,000 for the 2015 academic year. The rules of the scholarship have been amended this year to include members and associate members, registered and enrolled nurses, midwives, assistants in nursing and midwifery and nursing and midwifery students.

Scholarships – Lions Nurses Scholarship Foundation Action Administration of Lions Nurses Scholarship Foundation for the 2015 academic year.

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Outcome • 144 scholarship applications were received.

• 16 scholarships were offered for 2015 to the total value of $45,000.

Scholarships – Older People’s Welfare Grant

Outcome The 17 organisations that attended issued a joint media release about their shared commitment to universal health. It laid the basis for ongoing collaboration by the groups to develop a coherent health policy.

Action The NSWNMA continues to offer registered nurse and enrolled nurse members the opportunity to further their professional knowledge by the administration of the Older People’s Welfare Grant.

The Association’s policies around health and universal access were also adopted at the ACTU Congress.

Materials developed by the NSWNMA have been widely used by other unions, as well as health organisations and academics.

Outcome A further training opportunity has been identified for 2015 which will be advertised to members in July/ August 2015.

Transfers in the NSW Health Service

Save Medicare Campaign In May 2013 when the first budget by the current Federal Government was handed down and Medicare co-payments were proposed, the community very quickly rallied around saving Medicare. We were one of the first unions to be involved in advocating that the universality of Medicare should be retained at all costs.

Action On 11 February 2015, the Association and Save Medicare Sydney hosted a roundtable to discuss the latest developments in the Medicare co-payment issue. It was thought timely to bring together various community and health organisations to begin the discussion about health policies going forward.

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Action Last year the Health Legislation Amendment Bill 2014 was tabled in the NSW Parliament without advice or consultation with public health unions. Its intent was for the Secretary of the Ministry to transfer any employee (without their consent) anywhere in the NSW Health Service.

The Bill received significant attack and criticism from public health unions and Unions NSW and subsequently lapsed on the prorogation of the NSW Parliament on 2 March 2015.

The Ministry of Health has now returned to this issue, and regrettably, its starting point for any amendment remains the previous heavily critiqued Bill provisions.

Outcome • The Association has again taken up the issue directly and in conjunction with other public health unions and Unions NSW.

• It is hoped this will influence the Ministry or alternatively the Upper House, if the matter is pursued in the parliament.

Work Health & Safety Member and workplace matters Action Work Health and Safety (WHS) is essential for the protection of nurses and midwives and for the continuity and quality of healthcare services provided to the community. WHS issues and member concerns were addressed through undertaking workplace inspections, communicating directly with management and working to support members to manage issues.

253 workplace issues, predominantly in public hospitals and aged care, were addressed by NSWNMA officers since last Annual Conference.

Outcome • 98% of Work Health and Safety matters were resolved with 2% ongoing.

• Approximately 1/3 of all member complaints and issues were related to violence and aggres­sion and resulted in the following outcomes: n Development of a reporting tool to supplement formal reporting of occupational violence. The tool is not designed to replace current internal systems of reporting but to facilitate statistics to demonstrate actual risk and to identify areas/ facilities most at risk. n Identification and control of risks related to safe work practice in EDs being declared to receive mental health consumers, including training and staff education, patient supervision, policies and procedure development. n Development of management plans in consultation with local management, to systematically control WHS problems. n Utilisation of restrictions under the Enclosed Land Act to protect staff from exposure to clientrelated violence. n Duress alarm systems being put into place with training in response procedures, access control and patient flagging systems implemented. n Collaboration of staff, management, local security, Police and Ambulance in the development of prevention strategies.

ward to create a quiet room and improvements to the location and design of the staff station. n Improvements to consultation and collaboration of branch and WHS Committees in response to high violence risks in aged care facilities. n Implementation of external security arrangements as directed by WorkCover to administrators of a bankrupt facility prior to its change of ownership. n Implementation of aggression management initiatives in high risk mental health ICU and HDU settings in consultation with risk management unit and members. n Identification and involvement of Ministry of Health in the unintended consequences of advice re patient searching procedures contained in the Protecting People and Property Manual.

Asbestos exposure Action Response to Unions NSW and member Work Health and Safety concerns regarding asbestos exposure of workers in the health industry. Joint meetings with unions and the Ministry of Health took place to identify risks such as, out of date asbestos registers, variable diligence, lack of funding and inadvertent exposure of workers.

Outcome • Variations in current safety and compliance with asbestos legislation and inability of workers to establish retrospective exposure were identified.

• The Ministry of Health agreed to: n Implement a state-wide audit of health ser­vices for compliance with asbestos requirements. n Consider making asbestos registers available on public websites. n Formation of the Asbestos Peak Union Liaison Committee. n Executive directive that the Ministry be noti­fied of any health service experiencing pro­blems with funding to implement WHS prevention. n Policy development with view to mandatory removal rather than remediation where asbestos is detectable.

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Strategy

Advocate and influence decision makers on key issues that affect NSWNMA members and the delivery of care Project, working in partnership with UnitingCare and the Nepean Blue Mountains Local Health District.

Outcome A new model of mental health care was identified which has public community health services working collaboratively with a community managed organisation, providing understanding and insight into the privatisation of the public community mental health service and its effects on our members.

Anti-privatisation campaign Northern Beaches Keep It Public campaign and State Election 2015 Patients Before Profits campaign The NSW government is stealthily moving down the track of privatising health and under direction from Canberra to bring ‘price signals’ into health, they have been picking off parts of our public health system and paving the way for its Americanisation.

To date, the NSW Liberal-National Government has pri­ vatised a new public hospital in the Northern Beaches of Sydney. In December 2014, the government signed a 20year contract with private operator Healthscope to build and run the new hospital, despite the fact Public-Private Partnerships in health have a history of failure in NSW. Action The NSWNMA ran an aggressive community campaign called Keep It Public in the Northern Beaches during the tender process. In the run-up to the NSW State Election, in the context of a high level of interest in the issue of privatisation, we sought to make the general public aware of these facts with a comprehensive issues-based campaign on the cost impact of Americanisation.

Outcome Polling pre election in the Northern Beaches found that 75% of the community were against privatisation. The three target electorates where the issues based campaign around privatisation of health was conducted, showed a swing away from the current Liberal-National Government.

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Action The impact of the NSW Ministry of Health’s rollout of declared Emergency Departments across NSW rural and remote locations was assessed.

Outcome • The Minister of Health was lobbied to seek support so that remote and rural EDs across NSW have adequate resources in place prior to functioning as a declared ED, ensuring the safety of our members.

• Educating members with regard to resources and funding for capital works to be carried out.

Professional registration advocacy Action The NSWNMA is represented on the Board of AHPRA and the Nurses and Midwives Council to represent members with AHPRA issues around their nursing and midwifery practice.

Outcome • We consistently raise issues of concern with the regula­tors that adversely impact on our members such as: n Concurrent registration EN/RN as well as RN/RM. n Keeping registration fees to a minimum. n Issues related to CPD, Recency of Practice, re-entry to practice courses and supervision as well as Criminal History checks, also a myriad of other issues as they emerge related to registration and/or conduct.

• Members have been able to gain or maintain their registration.

Save Medicare Campaign Action The Association has worked alongside Save Medicare Sydney, a community organisation, as well as unions and health stakeholders to organise rallies, forums and events to raise awareness about the importance of not tampering with Medicare and fighting back on co-payments.

Outcome Due to heightened community awareness and pressure, the unpopular budget proposal was taken off the table in the early 2015.

Submissions & responses Action The NSWNMA continues to provide responses to key issues affecting our members working in aged care.

Outcome Responses and submissions have been made to: • a paper issued by Aged & Community Services Australia relating to workforce development.

• a submission to a Parliamentary Inquiry into registered nurses in NSW nursing homes.

• a submission to a review of the NSW Poisons and Therapeutic Goods Legislation.

• Attend regular meetings of the NSW Aged Care Steering Committee with the Ministry of Health to advocate for our members in relation to the impact of any legislative changes to staffing in residential aged care facilities.

Action Submission to the Senate Standing Committee on Com­mu­ nity Affairs on out-of-pocket costs in Australian healthcare.

Outcome The specific budget co-payment proposal was successfully defeated in the Senate after a sustained campaign supported by virtually every reputable stakeholder in the health sector.

Action Submission to the Senate Standing Committee on Economics inquiry into asset sales outlining our views on the efficiency and effectiveness of public healthcare.

Outcome The Committee Report noted that the asset recycling incentive introduces market distortion, that the initiative creates very significant risks and that the link between privatisation and infrastructure funding should be removed.

Action Correspondence prepared for NSW members of the Senate to lobby for the defeat of the health cuts contained in the Commonwealth Budget.

Outcome Co-payment proposal was rejected by the Senate how­ever other cuts to State health budgets have commenced.

Work Health and Safety advocacy Action The Association’s participation in WHS committees, working groups and special interest forums is to ensure compliance with WHS legislation, to contribute to problem solving and innovation, and to shape and inform policy for the prevention and management of workplace hazards and risks.

Outcome • Membership of ACTU, ANMF and Unions NSW WHS Committees, resulting in joint submissions related to National Model WHS legislation and other major proposals, for example, rights of Health and Safety Representatives, first aid, union right of entry and registration and licensing of plant.

• Review and recommendations for change to ANMF and NSWNMA policies, procedures and position statements.

• Establishment of alliances such as, in the chairing of AUSBIG NSW chapter and Manual Handling Special Interest Group to advance bariatric care, safety and innovation.

• Joint policy development and review initiatives with Family and Community Services, Ministry of Health, Department of Premier and Cabinet.

• Review and comment on ACTU Congress policy resulting in the inclusion of violence as a discrete WHS issue.

• Development of an action plan to implement bullying strategies in consultation with the ACTU framework.

• Comments and submissions developed and submitted to Ministry of Health on Zero Tolerance Policy, Protecting People and Property revised manual and surgical smoke plumes.

• Regular attendance at Ministry of Health WHS Liaison Committee to discuss and provide input into global issues affecting the health and safety of nurses and midwives.

• Input into ongoing Ministry of Health program on design and implementation of standardised uniforms and uniform contracts. key direction 3

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Key Direction 4

Promote the NSWNMA as a significant and professional advocate for the health system and our members The NSWNMA must be a viable organisation in the public arena and vocal advocates of health and industrial relations. Our reputation must be protected and our Values actively promoted as a way of enhancing the professional advancement and standing of our members in their workplaces. We will continue to strive to be an organisation relevant to all nurses and midwives, build relationships with key stakeholders and be an influential voice in the communities where our members work and live, as well as nationally and internationally.

Strategies Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions Develop risk management strategies to uphold the NSWNMA’s reputation Advance and promote nursing and midwifery as professions creatively and through multiple platforms Ensure our Vision and Values are reflected in all our communications and actions

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Strategy

Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions Academic Research Research study with UTS Action The Association, as a partner with University of Technology (UTS), completed the first phase of the research into the health of the nursing and midwifery workforce within NSW. 5,446 surveys were received of which 385 were excluded due to missing data.

Outcome • Overall the results showed similar outcomes to the Australian population especially in mental health and chronic diseases, such as asthma. 50.6% reported excellent/very good health compared to 55.1% of the total population.

• The research has moved into phase 2 which will research policy and practices that decision makers and managers can initiate to safeguard future capability of the workforce and optimise their capacity to deliver care. Therefore, supporting changes to policy and practices to support nurses’ and midwives’ health.

Aged Care Stakeholder consultation and liaison Action The NSWNMA provides secretarial support to the Quality Aged Care Action Group Incorporated (QACAG) to promote professional issues relating to aged care within the community.

Outcome • The group meets bi-monthly and the NSWNMA provides a host venue to facilitate meetings.

• We have ensured that members of QACAG are involved in our community campaigns to raise awareness of pertinent issues affecting our members and achieve wider support.

• We continue to promote membership of QACAG.

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Aged Care – RN 24/7 Campaign Action During this campaign, contact was made with a range of key community, academic and political organisations including but not limited to: Alzheimer’s Australia NSW Cancer Council NSW Catholic Diocese of Wagga Wagga Combined Retired Union Members Association Country Women’s Association of NSW GP Networks Jewish Board of Deputies Lions Club Districts Local government councils Medicare Locals National Seniors Older Women’s Network Organisations within the Sydney Alliance Palliative Care NSW Parish of St Brigid’s Parish of Our Lady of Star of the Sea Parish of Sydney Portuguese Seniors Association Probus Quality Aged Care Action Group Retired CFMEU Branch.

Outcome The Association successfully engaged with these or­ga­ ni­­sa­tions around the RN 24/7 campaign and opened the opportunity for further dialogue and co-operation on other issues where our opinion will be sought.

Campaigns that led to widespread community support and engagement During 2014 - 2015 our major campaigns: Ratios Put Patient Safety First, Patients Before Profits, RN 24/7, and the G20: Robin Hood Tax Tour saw increased community engagement and widespread media and social media exposure.

All four campaigns saw members participating in actions in their local communities, engaging with stakeholders and promoting our key campaigning

issues whether it was ensuring the safety of patients expressed through Ratios, ensuring our hospitals were not handed over to for-profit providers and increasing awareness around the need for retaining registered nurses in the aged care sector.

Action Members sought to increase community awareness of the need for improved nurse-to-patient Ratios across a number of public activities, including community forums, rallies and media opportunities in targeted areas for the Peer Group C element of the campaign and also for 1:3 in ED. Outcome These actions led to widespread coverage in both regional and suburban print and television media.

The Country Women’s Association of NSW endorsed a resolution at its Annual Conference to support the expansion of nurse-to-patient Ratios and lobby the NSW Government, prompting additional media coverage. During NSW State Election campaign, the Association achieved support for Ratios from political parties including NSW Labor, NSW Greens and independent candidates which also generated extensive, positive media.

Action Members set out to encourage community groups and other organisations to convey their support and advocate for the RN in aged care legal requirement.

Outcome Outreach of the RN 24/7 campaign to third party stake­holders, community groups, local government and other health sector organisations led to statewide support for the campaign and generated widespread media coverage, particularly in print media.

Action The Association, with support from the Community and Public Sector Union (CPSU), Queensland Nurses Union (QNU), Global Nurses United, National Nurses United and Public Services International, wrote to federal MPs and Senators, held community forums, developed information materials and increased community awareness around the possibility for government to implement a modest levy on financial instruments to generate revenue that could be directed towards health and the future sustainability of Australia’s health system.

Outcome Regional media coverage of community forums, broad media coverage during the G20 world leaders summit in Brisbane and an expansion of tax justice supporter base.

Fair Trade and Health Community campaign – Trans Pacific Partnership Action Through working with Public Services International (PSI) and AFTINET the Association is increasing its orga­ nisational links in order to increase our lobbying capacity.

Outcome The Association participated in a Health Impact Assessment report produced through the Public Health Association of Australia and has since participated in media events, including the coverage of leaked chapters of the TPP and the Trade in Services Agreement (TiSA).

Financial Transaction Tax (FTT) Robin Hood Tax Action To seek wider union and community engagement through direct contact and through the Robin Hood Tax Tour in November 2014. Elected Officers met with Federal MPs. Outcome • G20 Robin Hood Tax Tour built alliances with the QNU, the Federal ANMF, the CPSU and the Australian Services Union (ASU).

• Federal MPs were lobbied with Senator Jacquie Lambie openly advocating for a Financial Transaction Tax. • The Australia Institute and GetUp! have included an FTT as part of their campaign policies.

• The ACTU has agreed to explore the benefits of a FTT as part of their policy platform for tax justice.

• A loose network in Australia has been formed through the actions of the NSWNMA including the QNU, ANMF, ANMF SA, CPSU, GetUp!, The Tax Justice Network, Jubilee Australia.

Mental Health Bob Fenwick Memorial Mentoring Grants Program Action The NSWNMA had project management responsibility for the Bob Fenwick Memorial Mentoring Grants Program 2014, in partnership with the NSW Ministry of Health Mental Health Drug and Alcohol Office.

Outcome • Sixteen Mentee participants took part in the program for 2014, the highest number yet. key direction 4

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• Commitment to the program has been provided by the Minister with funding allocated to 2017.

Stakeholder consultation and liaison Action Attendance at meetings with government and community groups on a regular basis, such as Nursing and Midwifery Office Mental Health Nurses Advisory Group, NSW Health, NSW Council of Social Services of NSW Health Policy Advisory Group, NSW Farmers Rural Mental Health Network.

Outcome Attendance at meetings provides an opportunity to have input into key directions of the community and government groups, while keeping the Association informed of developments that may affect our members in relevant community sectors. One issue that arose was the credentialing of mental health nurses in Queensland for employment and intention of the Australian College of Mental Health Nurses to run a similar initiative in NSW. The Association wrote to the Chief Nurse of NSW expressing our concerns about this type of initiative being adopted by the NSW Ministry of Health.

Strategy

Develop risk management strategies to uphold the NSWNMA’s reputation Media management With multiple campaigns being carried out consecutively over the past year, it was imperative to have risk management strategies in place to manage any negative media or public commentary and to ensure our reputation as a credible voice on health issues would remain unsullied.

Action Continuing conversations and explaining that nurse-topatient Ratios do equate to the NSW Government’s preferred ‘Nursing Hours Per Patient Day’ formula.

Outcome Members and officers were able to engage in meaningful discussions about the need for improved and expanded nurse-to-patient Ratios and deflect semantic arguments from NSW Government representatives and sitting MPs. 70 Annual Conference th

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Action For the Patients Before Profits anti-privatisation campaign, all materials and the television advertisement were fact checked within the NSWNMA Communications team to ensure continuity of messaging and accuracy to demonstrate the shift towards a two-tier Americanised health system.

Given the provocative nature of the campaign, all correspondence was responded to promptly to reiterate the mounting evidence to support the campaign strategy.

Media opportunities and references to the campaign in the media were also responded to promptly to maintain ownership of the narrative and to defend the integrity of the campaign objectives.

Outcome • Members and officers were well informed to engage in wide­­spread discussions in their communities about en­croaching privatisations occurring throughout the health system. The campaign generated state and national media attention, as intended. This prompted the NSW Government to engage in counter arguments in attempts to discredit the campaign.

• Privatisation became a key narrative in the lead up to and during the NSW State Election campaign, raising broad community awareness of the issues linked to health privatisation. This mobilised other community groups and increased public discussions about the issue and led to broader public policy commitments by political parties running in the election.

Action All members discussing the RN 24/7 campaign in the public domain were provided comprehensive materials outlining both the current legislative requirement and the risks posed if the requirement was removed.

Outcome This level of information assisted members to articulate aspects of the campaign in detail and to explain their point of view and potential impacts in the workplace, without divulging specific facility information or processes and upholding code of conduct principles.

Action To ensure credible and simplistic messaging for community consumption on a complex public policy issue. The Association sought third party input on its tax reform proposal and how to convey the proposal to the public as a measure worthy of consideration.

Outcome Support and encouragement from political parties and independent MPs and Senators for raising the complex tax reform and highlighting alternative measures.

Support from members of the community.

Legal representation of members Risk management strategy Action The NSWNMA ensures that any potential conf­lict of interest in its representation of members is managed so that its legal officers act in the best interests of each member in the discharge of their duties.

Outcome • The NSWNMA will always represent members and provide timely advice to assist them to understand the relevant legal issues arising from and in relation to their practice as a nurse or midwife. There will be occasions where a conflict of interest arises between nurses or midwives where the NSWNMA has been asked to provide legal representation for the same matter.

• Any NSWNMA member referred to NEW Law, on account of a conflict of interest, is in no way disadvantaged or compromised. There are no additional out-of-pocket costs incurred, where a referral to NEW Law is made in those circumstances.

Strategy

Advance and promote nursing and midwifery as professions creatively and through multiple platforms Communications, campaigns, media and marketing We have greatly grown our traditional media, social media and online presence in the last few years and are now successfully promoting campaigns like Ratios Put Patient Safety First, events and occasions like International Nurses’ Day and International Midwives’

Day to members, non-members and the community at large. Issues that are important to nurses and midwives are now reaching many more people.

Action Various on the ground activities were developed and executed by members and officers to generate interest key direction 4

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and discussion around the Ratios Put Patient Safety First campaign.

Outcome Fresh and creative ideas were tailored for regional areas and targeted appropriately to maximise local media coverage, resulting in increased media exposure for members.

Outcome Over 600 people registered their support for the campaign, over 1000 participated in a survey about the privatisation of the health system and more than 700 letters were sent in support of keeping our public hospitals in public hands.

Action Target communications specific to the RN 24/7 campaign at a grassroots, community level and additionally to appropriate media.

Outcome Widespread coverage of the campaign in letters to editors in regional print media, major metropolitan print media coverage, television coverage syndicated across regional centres and major hubs, targeted coverage in The Senior monthly newspaper.

Action In the past few years we have used social media channels like Facebook, Twitter, YouTube and Instagram to increase our professional and industrial presence.

Outcome • The four main Facebook pages – NSWNMA, Ratios Put Patient Safety First, Nurse Uncut and Aged Care Nurses – continue to host lively discussions and increased engagement with members, allies and community groups. There are now 20,000 followers, an increase of 25 percent in the past year.

• We now have almost 40 branch pages on Facebook (a 30% increase in the past year), including ‘specialist’ pages such as Student Nurses & Midwives and Hands off Public Disability Services in NSW. • On Twitter, @nswnma now has 4,200 followers, an increase of 20% in the past year with popular posts reaching almost 80,000 people.

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• The Nurse Uncut blog continues to promote the values of nursing and midwifery and generate passionate engagement. The RN 24/7 issue has been a particular focus. In early 2015, over 20,000 users have visited the blog each month.

Action Promote the NSWNMA through innovative programs/ festivals and occasions like International Nurses’ Day and International Midwives’ Day that allow members and associate members to express their creativity. This creativity has the potential to highlight the profession in a positive light to the wider community.

Outcome • Films viewed on Facebook with the winning film The Hairbrush being viewed by over 100,000 people.

• Over one million views on Facebook for our 2015 International Nurses’ Day and International Midwives’ Day poster meme.

State Library of New South Wales, MLMSS 345

Action In conjunction with the airing of our anti-privatisation television advertisement, we created a website patientsbeforeprofits.org.au, allowing the public to interact digitally with the campaign. We used our campaigning platforms to create various online advocacy actions where people could participate.

Sister Frances Agnes Bennett Served 1915 - 1919

Happy

International Nurses’ Day 12 May 2015

Strategy

Promote nursing and midwifery as professions creatively and through multiple platforms Promotion of the nursing and midwifery professions Action The Association organises an annual Professional Day, forming part of the NSWNMA Annual Conference, with the aim of presenting current and contemporary issues relevant to all sections of the nursing and midwifery profession.

Outcome This year’s Professional Day is looking at some of the emerging or important issues facing the professions, in the areas of: non-communicable diseases, antibiotic resistance, missed care, defining and measuring low-value health care, the ageing workforce and the keynote speaker, Rosie Batty, 2015 Australian of the Year, addressing family violence.

Strategy

Ensure our Vision and Values are reflected in all our communications and actions Communications, campaigns, media and marketing

and developing all campaign materials and media opportunities by the Association’s Communications team.

Action

Outcome Consistent, competent and effective media opportunities were achieved throughout the course of all campaigns.

The Association maintained a protocol of preparing

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Key Direction 5

Ensure our people and resources are aligned with our Vision

The NSWNMA is committed to valuing and developing our staff and managing our resources to enable it to achieve its Vision and Key Directions.

Resources are managed in the best interests of NSWNMA members who have placed their trust in good governance of their union.

Strategies Further build a workplace culture embedded in the Values of the union Organisational governance systems are continually developed and evaluated Define roles and relationships within and between NSWNMA teams in line with the Vision and Key Directions Implement a workforce development plan that focuses on the education and training required to deliver the Vision Develop a systematic review of planning and resources against the Vision and Key Directions across all teams and the NSWNMA

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key direction 5

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Strategy

Further build a workplace culture embedded in the values of the union Participation of staff Action Encourage administrative staff to be involved in rallies and other campaign activities and to attend orientations and other recruitment focused activities.

Outcome Staff from the Membership, General Services, Reception and Facilities teams have assisted Organisers at staff orientations, attended campaign rallies, and other events such as, Mother’s Day Classic, May Day March, Save Medicare Rallies – events which have been held on a weekend and attended in their own time.

Strategy

Organisational governance systems are continually developed and evaluated Governance and compliance processes Governance oversight Action Review and consolidate governance documents to ensure compliance with workplace laws and regulations being mindful of the current political climate and the progress of the Royal Commission into Trade Union Governance and Corruption.

Outcome A robust and transparent governance system that is driven by Council and becomes embedded as part of the Association’s culture.

Oversight of internal controls and management of assets Action 1 Increased controls around vehicle deployment and allocation to maximise depreciation benefits.

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2 Refinement of processes, in consultation with the finance staff, in reconciliation of membership processing to ensure tighter governance of controls.

3 Following up with delegates who book travel or accommodation for CoD but then do not attend.

4 Implementing software to better control and track stock levels and merchandise financial transactions.

5 Purchase software to more efficiently monitor motor vehicle administration.

Outcome 1 Ensuring vehicles depreciate at a rate in line with the KM maximises the financial benefit to the Association.

2 Stringent financial processes ensure a high level of accountability.

3 Higher accountability of delegates will change behaviours and make certain that arrangements can be cancelled as soon as possible to minimise unnecessary costs.

4 Implementation of a merchandise stock database and software ensures accurate knowledge of stock quantities and assists with projections for future ordering and quantities required. Also ensures financial transactions of merchandise are auditable and efficient.

5 Vehicle fleet is managed efficiently and effectively to maintain highest possible resale value of the vehicles.

Policy development Action A number of governance policies have been developed.

A Finance Policy and Terms of Reference for Executive of Council to improve audit oversight has also been developed.

Outcome • The governance policies are available on the NSWNMA website.

• The Executive of Council now meets with Auditor in the absence of the elected officers and staff prior to finalisation of Association’s audited financial statements.

Strategy

Define roles and relationships within and between Association teams in line with the Vision and Key Directions Delivery of services to members – internal review Action Review and improve Journey Accident Insurance delivery to members.

Outcome • Internal process review undertaken and completed

in February 2015 (stakeholders involved: NEW Law, NSWNMA officers from Projects & Compliance and Information Officers).

• Implementation of new processes commended February/March.

• Quarterly meetings with insurers and insurance broker scheduled. key direction 5

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Strategy

Implement a workforce development plan that focuses on the education and training required to develop the Vision The NSWNMA has commenced the process of conducting a skills and needs analysis to identify future training requirements needed across the organisation.

Staff Education Action The NSWNMA provides professional development oppor­tunities for staff through attendance at con­ ferences and courses that will enhance the knowledge and skills required to effectively represent and service the membership.

Outcome The main group programs run over the last 12 months have been: • Craft of Organising* • Organising Foundations* • Advanced Recruitment Skills* • Communications In-Service • Industrial Officer Workshops

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• Union Governance (attended by 48 members of Council, SLG, Finance & other senior staff) • Accidental Counsellor (Membership staff) • Bullying and Harassment Training (all staff) (* courses attended by Organisers specific to the organiser role) Action In addition to optional and mandatory training courses, the NSWNMA also invites all employees to apply for an annual Scholarship Award, which has the aim of encouraging their professional development in the areas of: union organising and recruitment; industrial relations; recognised nursing qualifications; general and specialised administrative roles; management skills and attendance at a recognised conference or seminar.

Outcome The Scholarship Committee (made up of Council and external representatives) awarded four part-scholarships to NSWNMA employees for the 2015 calendar year to assist with tertiary studies relevant to their positions.

Strategy

Develop a systematic review of planning and resources against the Vision and Key Directions across all teams and the NSWNMA Review and planning of back of house support systems and staffing Much of the infrastructure that underpins the Association’s performance, such as, Finance systems, Information Technology systems, and Information and Records Management systems are pivotal in providing: • Financial support and guidance to ensure the Asso­ ciation’s funds, principally derived from member­ ship fees, are properly secured and managed; • IT infrastructure and support to enable the Association to operate on a day-to-day basis; and • Capture, storage and management of Association records: the key source of information required to operate in the best interest of members.

Over the past twelve months reviews have commenced of Association requirements and a number of key projects are underway, which are in addition to business as usual: • Finance have completed or part-completed a review of: internal workloads, categorising key tasks and target dates on a monthly basis; all system privileges, passwords and access; end-of-year audit processes; and day-to-day finance processes.

• IT have identified and planned 30 tasks (in various stage of progress) relating to: reviewing and updating internal security permissions; upgrading of Association software; and staff education to ensure that our business systems can be used effectively.

• Information and Records Management have identified over 30 projects/tasks (in various stages of completion) to maximise the use of the current records software (Recfind 6), to ensure staff have an efficient way to manage the multiple records they deal with, and, critically to enable the Records staff to manage the many thousands of documents the Association receives and generates on a monthly basis. Important projects include: digitalisation of the Association’s finance records; security group review; updating of the Records Disposal Schedules.

All of this work has organisation-wide impacts, requires the co-operation and input of all areas of the Association and is directed towards improving the working environment of all staff ensuring optimal benefit to members.

Action

Finance • • • •

Review end-of-year audit processes Develop and document monthly program of tasks Document Supplier Invoice processing Review and amend security and access rights to all Finance systems • Gap analysis for staff in relation to Attaché accounting system • Review of staff needs

Information Technology • • • •

Implement Disaster Recovery Program Implement IP Telstra service (external IP phone link) Commission Exchange 2010 (and Decommission 2003) Upgrade of Airwatch (remote device security system)

Information & Records Management • • • •

Finance records digitisation Staff training in Recfind 6 GEM rollout Staff training

Outcome

Finance

• Complete • 90% complete • Complete • 90% complete • Commenced • Dependent on the above

Information Technology

• System selected, hardware purchased, currently in test phase • IP phone link in place, working • 60% complete • Complete

Information & Records Management

• Digital finance records both retrospective and prospective; retrospective progress: relevant records and metadata identified; scanning of 2013 50% complete, 2012 17% complete; • Training completed in February 2015 • Test phase completed • Staff induction training reviewed and currently assessing delivery report to 2015 annual conference

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Conclusion Since the 2014 Annual Conference, we have tested members’ capacity to engage and influence local Members of Parliament, and to use the NSW State Election as an opportunity to focus those MPs on issues that matter most to nurses, midwives and the communities who have supported our causes. Clearly we, along with other unions engaged in this process, were unsuccessful in changing the government’s mind on privatisation of public assets, including future health care provision.

We cannot, however, let the outcome of an election deter us from continuing to stand up and campaign for the issues we are committed to. We must build more workplace power and engagement of members. Our Strategic Plan, with a vision for 2020, is aimed at achieving this.

A Federal Election is the next opportunity to engage members in the political discourse, with much at stake. The Abbott Government has made it clear that attacking industrial relations is their second-term agenda, with critical issues like penalty rates and the minimum wage already on the agenda. There is also no doubt that trade unions are in the Liberal-National Coalition’s firing line, whether it is governance or representation on Industry Superannuation boards.

The ACTU has set out the issues identified to Build a Better Future and these will form the basis of our campaigning direction prior to and post the next Federal Election. Retention of universal health care under the flag of Medicare and workers’ rights, such as penalty rates, are very important to members, but so too is a decent education system, preservation of public services and a dignified retirement.

Judith and I are very proud to have been re-elected to our positions as Assistant General Secretary and General Secretary, respectively. We have never taken the prospect of facing an election for granted, as we know it is your opportunity to cast judgement on not only our leadership, but also the performance of the entire Association. We look forward to our next four year term knowing that we are setting the right course for the Association and that we can only do so with the support of the Council, Delegates, members and our staff.

I welcome new members of our Council elected by the membership, Michelle Cashman, from Long Jetty Continuing Care, and Edward Makepeace, from Royal North Shore Hospital. I also welcome back our 70 Annual Conference th

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many experienced members of Council and pay my respects to those Councillors who have left through the year or at the election, Di McKillop and Jason Pascoe.

Councillors play a critical role in the governance of the union, using their combined wisdom and experience to assist Judith and I to oversee the management and direction of the union.

Acknowledgements I wish to acknowledge and thank Judith, Assistant General Secretary, for her ongoing enthusiasm and commitment. Our partnership since 2002 in leading this union is a testament to our capacity to balance the demands of being innovative and driven, yet cautious and considered.

Our executive office team of Maggie Potts, Alyce Gillespie, Kerry Halliday and Karen Chesher all make enormous contributions to the running of the union. Judith and I cannot do our job without their dedicated assistance.

Coral Levett, as President of the Association, continues to provide great guidance and leadership of the Council and the union. Her good counsel is invaluable to both Judith and I. I thank all of the Councillors for their contribution and the sacrifices they make to offer their time and energy to the proper functioning of the Association.

The Senior Leaders Group is core to the day to day management of their teams and the Association.

We have worked constructively and effectively to deliver outcomes for members from right across the Association. I thank each and every one of them for their efforts and support.

I recognise two of the Senior Leaders who have left us, firstly Marlene Waters to retirement in 2014 and Lisa Kremmer who has joined the ACTU as a targeted seat campaigner.

The staff of the Association are crucial to the delivery of both service to members and in providing a leadership role to members, I thank each and every one of them for their contribution.

Brett holmes General Secretary

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New South Wales Nurses and Midwives’ Association

Summary of Financial Information for the Year Ended 31 December 2014 The financial statements of the New South Wales Nurses and Midwives’ Association have been audited in accordance with the provisions of the Industrial Relations Act 1991, and the following summary is provided for members in accordance with Section 517(2) of the Act, as applied by section 282(3) of the Industrial Relations Act, 1996.

A copy of the Financial Statements, including the Independent Audit Report, will be supplied free of charge to members upon request. Certificates required to be given under the Act by the Accounting Officer and the Committee of Management have been completed in accordance with the provisions of the Act and contain no qualifications.

SUMMARY OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2014 2014 $

2013 $

Membership revenue

31,054,940

29,449,258

NursePower fund subscriptions

3,438,225

3,293,807

Other income

2,202,598

1,661,177

TOTAL INCOME

36,695,763

34,404,242

(33,887,367)

(36,262,518)

2,808,396

(1,858,276)

Net gain on revaluation of financial assets

(226,842)

383,714

Remeasurement of net defined benefit liability

(888,368)

1,388,239

TOTAL COMPREHENSIVE INCOME ATTRIBUTABLE TO MEMBERS

1,693,186

(86,323)

LESS TOTAL EXPENDITURE RESULT FOR THE YEAR

Balance Sheet as at 31 December 2014 ACCUMULATED FUNDS

33,734,289

32,041,103

Current assets

16,198,502

14,831,974

Non-current assets

28,783,238

27,692,932

TOTAL ASSETS

44,981,740

42,524,906

Current liabilities

8,882,898

9,068,090

Non-current liabilities

2,364,553

1,415,713

11,247,451

10,483,803

33,734,289

32,041,103

Represented by:

TOTAL LIABILITIES NET ASSETS

A copy of the Financial Report, including the Independent Audit Report, may be found on the Members Only website or can be obtained upon written application to: Brett Holmes, General Secretary, New South Wales Nurses and Midwives’ Association, 50 O’Dea Avenue, Waterloo 2017.

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Information to be provided to members or Registrar In accordance with the requirements of the Industrial Relations Act 1991 [NSW], the attention of members is drawn to the provisions of Sub-sections (1) and (2) of Section 512 which read as follows: (1) A member of an organisation, or the Industrial Registrar, may apply to the organisation for specified information prescribed by the regulations in relation to the organisation.

(2) An organisation must, on the making of such an application, make the specified information available to the member or the Industrial Registrar in the manner, and within the time, prescribed by the regulations.

Auditor’s Certificate We certify that the above Summary of the Financial Information is a fair and accurate summary of the Report, Accounts and Statements of the New South Wales Nurses and Midwives’ Association for the year ended 31 December 2014. Our Independent Audit Report to the members dated 14 April 2015 on the Financial Report did not contain any particulars of any deficiency, failure or shortcoming as referred to in the Industrial Relations Act 1991 [NSW], as applied by Section 282(3) of the Industrial Relations Act, 1996.

DALEY & CO, Chartered Accountants

Michael Mundt, Partner 14 April 2015, Wollongong Liability limited by a scheme approved under Professional Standards Legislation

FOR MORE INFORMATION NSW Nurses and Midwives’ Association 50 O’Dea Avenue, Waterloo NSW 2017 Phone 8595 1234 (metro) 1300 367 962 (non-metro) Fax 9662 1414 Email gensec@nswnma.asn.au Web www.nswnma.asn.au

Report to

2015

Annual Conference

www.nswnma.asn.au