GENERAL SECRETARY S REPORT. New South Wales Nurses & Midwives Association. Council Meeting. 1 May Contents

GENERAL SECRETARY S REPORT New South Wales Nurses & Midwives Association Council Meeting 1 May 2018 Contents Key Direction 1: Grow our capacity to influence 3 Public Health System non-compliance with NHPPD requirements 3 Hornsby-Ku-Ring-Gai Hospital, Northern Sydney Local Health District 3 Manly Hospital, Northern Sydney Local Health District 4 Mona Vale Hospital, Northern Sydney Local Health District 4 Macquarie, Ryde and Royal North Shore Hospitals, Northern Sydney Local Health District 4 Dispute: Macquarie Hospital - Non Compliance with Laundry Allowance 5 Nepean Hospital, Nepean Blue Mountains Local Health District 5 Westmead Hospital, Western Sydney Local Health District 6 Central Coast Local Health District 6 Gosford Hospital, Children s Ward - workloads campaign 6 Justice Health & Forensic Mental Health 7 Dispute: Forensic Hospital - Management actions creating unsafe staffing levels / Failure to consult 7 Key Direction 2: Be innovative in our advocacy and bargaining 8 Northern NSW Local Health District 8 Lismore Acute Mental Health Unit (Tallowwood): Plan to reduce staffing 8 NSW Government 9 Relocation of the NSW IRC to Parramatta 9 Key Direction 3: Promote a world class, well-funded, integrated health system 10 Ministry of Health Policy review 10 A new Managing Complaints and Concerns about Clinicians Policy Directive 10 Prevention and Management of Workplace Bullying Policy Directive 11 Family Focused Recovery Framework 2019-2022 (draft) 11

NSW Parliament 11 Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation 2016 11 Central Coast Local Health District 12 Wyong Hospital - Wellness Expo 12 NSWNMA Education Program 12 Environmental Health Seminar 12 Reconciliation Plan (RAP) 13 Scholarships 13 Bob Fenwick Mentoring Grants Program (BFMGP) 13 Old People s Welfare Council 14 Work Health and Safety 14 National Sleep Summit 14 SafeWork NSW Musculoskeletal Disorder (MSD) Committee 14 SafeWork NSW WHS Roadmap 15 Key Direction 4: Promote the Association as a significant and professional advocate for the health system and our members 16 Environmental Issues 16 Key Partnerships 17 Affordable Housing 17 NSW Health WHS Practitioners forum 17 Palm Sunday Rally 17 Quality Aged Care Group 18 General Secretary s Report to Council 1 May 2018 Page 2 of 18

KEY DIRECTION 1 Grow our capacity to influence In order to win better outcomes for our members, the Association* must grow our influence. Influence comes when Association 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 1.1 Grow power and influence by increasing the number of Association members 1.2 Identify new member leaders who can build their workplace influence 1.3 Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence 1.4 Grow the number of Association members actively engaged across the health, disability and aged care systems 1.5 Ensure a focus on retaining as many members as possible (* Association should be read to mean the New South Wales Nurses and Midwives Association and the Australian Nursing and Midwifery Federation NSW Branch.) Public Health System non-compliance with NHPPD requirements Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance Hornsby-Ku-Ring-Gai Hospital, Northern Sydney Local Health District The dispute in the IRC of NSW continues with monthly report backs. The dispute is in relation to the failure of NSLHD to comply with clause 53 Staffing Arrangements. The focus in the IRC of NSW now turns to the recruitment of new nurses and the proper staffing of non-nursing Hours Per Patient Day units. In accordance with previous recommendations, Association officers also met with the Director of Nursing and all the NUMs to discuss compliance requirements. This was a fruitful meeting and raised insights into some problems managers are facing. General Secretary s Report to Council 1 May 2018 Page 3 of 18

The hospital is experiencing an improvement in replacement of staff and increasing power for NUMs and in-charge of shifts to seek additional and appropriate staffing based on clinical needs. The Association will continue to drive change and compliance at the hospital through the IRC of NSW process. A substantial organising effort is in place to recruit members around enforcement issues. Branch officials have been involved in all report backs and a renewed and bigger Branch executive has been elected. Manly Hospital, Northern Sydney Local Health District Following breaches of clause 53 Staffing Arrangements at Hornsby, a right of entry audit regarding suspicion of alleged breaches was conducted at Manly Hospital. There were a relatively small number of breaches in the two NHPPD units of the hospital (around 400 hours across 12 months). However over 400 hours were missing from the acute mental health unit alone. A dispute meeting was conducted in relation to the hospital (non-mental health) NHPPD hours and the Association requested, in view of the relatively low level noncompliance, that NSLHD simply comply in the future. As mental health is the responsibility of a different Director of Nursing, the mental health non-compliance will be dealt with in the future with other mental health units in NSLHD. Mona Vale Hospital, Northern Sydney Local Health District A dispute has been triggered following right of entry audits regarding suspicion of alleged breaches of clause 53 Staffing Arrangements. In five NHPPD units at the hospital, the Association s audit identified 6,089 hours missing and below the minimum staffing levels measured during the January 2017-February 2018 period. NSLHD has raised unsubstantiated claims that the figures previously provided by them were incorrect. The Association has asked the NSLHD to make their claim plain and identify those figures which are not correct. A dispute has been invoked and the Association intends to take this matter to the IRC of NSW. Macquarie, Ryde and Royal North Shore Hospitals, Northern Sydney Local Health District Following breaches of clause 53 Staffing Arrangements at other NSLHD hospitals, and complaints from members, a right of entry audit regarding suspicion of alleged breaches is being implemented. General Secretary s Report to Council 1 May 2018 Page 4 of 18

The ROE access to data is being scheduled for Macquarie Hospital. The ROE access to data for Royal North Shore Hospital occurred on 20 April 2018. An audit is scheduled for Ryde Hospital with the branch being notified. Awaiting outcomes of audit. Dispute: Macquarie Hospital - Non Compliance with Laundry Allowance The Association filed an Industrial Dispute in the IRC of NSW regarding the non-payment of laundry allowance for those employees who are not required to wear a uniform. It appears there is widespread non-compliance. Key Direction 2 Strategy 2.7 Key Direction 1 Strategy 1.1 Strategy 1.2 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence A survey was sent to members to assist in the Association identifying the breaches. The IRC of NSW has indicated that NSLHD should audit the first 13 members who have put forward a claim. The Association is to provide the details of other employees. The Association is considering auditing Macquarie Hospital to ensure full compliance for members. Nepean Hospital, Nepean Blue Mountains Local Health District Concerns have been raised by members regarding compliance with staffing as set out in the Award. In response, Association officers notified Nepean Hospital of its intention to undertake a records review by exercising our right of entry to access documents relating to non-compliance with clause 53 of the Award. Access to documents was undertaken on 5 February 2018. A disputes meeting has occurred, and subsequently various commitments have been sought from the hospital, similar to that undertaken at disputes involving HNELHD and NSLHD. General Secretary s Report to Council 1 May 2018 Page 5 of 18

Westmead Hospital, Western Sydney Local Health District Concerns from members regarding apparent non-compliance by Westmead Hospital to clause 53 of the Award. On 20 December 2017 Association officers undertook a records review at Westmead Hospital exercising right of entry to access documents relating to non-compliance with clause 53 of the Award. A meeting with Westmead Hospital/LHD representatives occurred on 30 January 2018 to discuss these outcomes. A disputes meeting has occurred, and subsequently various commitments have been sought from the hospital, similar to that undertaken at disputes involving HNELHD and NSLHD. Central Coast Local Health District Gosford Hospital, Children s Ward - workloads campaign The members and nursing staff of the Children s Ward of Gosford Hospital have been successful with their long-standing workloads campaign. The main workloads issues were caused by a lack of clinical guidance on the floor ( non-clinical NUM) and placing mothers who had given birth and not being cared by a midwife, in the Ward. Key Direction 1 Strategy 1.3 Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Members working in the Children s Ward began their campaign to improve their workloads 18 months ago, with member leaders identified and developed. In January, a letter signed by all the members involved was sent to the LHD Executive expressing their frustration with the process that had been long and drawn out by their local management. The branch also endorsed resolutions supporting the letter and the workload matters. The LHD Executive convened a meeting with the entire Children s Ward staff in February. Members/staff were able to speak freely about the issues they had previously raised. The LHD Executive requested a follow-up meeting a month later so as to allow time for consideration of the issues and possible solutions. At the beginning of April 2018, staff received verbal advice that a supernumerary team leader for each shift would be appointed. The LHD has commenced recruitment of additional staff to the unit. General Secretary s Report to Council 1 May 2018 Page 6 of 18

Justice Health & Forensic Mental Health Dispute: Forensic Hospital - Management actions creating unsafe staffing levels / Failure to consult The FTE vacancies at the Forensic Hospital are still high and are still resulting in high levels of overtime, particularly on night shifts where members rostered on afternoon shift proceed to night duty overtime and then return to a rostered afternoon shift the following day. Key Direction 1 Strategy 1.2 Identify new member leaders who can build their workplace influence Strategy 1.3 Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Following the introduction of JH&FMH management introducing a policy of staff working overtime on the night shift which requires them to finish at 03:30 or 05:30 hours to ensure they are available to commence their rostered shift at 13:30 hours, the branch held a meeting to pass resolutions seeking the status quo be maintained and renewed their campaign for the return of 12-hour shifts. NSWNMA has notified of a dispute and dispute meeting was held but failed to resolve the matter. Since then, NSWNMA has initiated an ROE process to obtain allocation sheets and rosters that reveal 86 occasions in 3 months the night shifts were left with reduced staffing as the staff were directed to leave at 03.30 or 05.30. NSWNMA officers met with Forensic Hospital executive on 28 March 2018 and presented the findings. The Forensic Hospital agreed they would cease any practice that resulted in a fall below agreed minimum staffing, including staff on overtime being released at 07:00 hours during handover again creating shortages. Members are aware that their actions resulted in a reversal of this practice and are now focused on restoration of the 12-hour shift. General Secretary s Report to Council 1 May 2018 Page 7 of 18

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 Association 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 2.1 Review and implement improved Association approaches and processes for collective bargaining and enforcement of rights 2.2 Ensure that advocacy and bargaining aligns with our growing capacity to influence 2.3 Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance 2.4 Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes 2.5 Campaign to extend enforceable staffing arrangements for safe patient care into other sectors 2.6 Review Association approaches and processes for linking professional advocacy to organising and growth 2.7 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Northern NSW Local Health District Lismore Acute Mental Health Unit (Tallowwood): Plan to reduce staffing A long standing dispute over the attempt by the NNSWLHD to reduce staffing in the acute mental health/close observation unit continues. Key Direction 2 Strategy 2.7 Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems General Secretary s Report to Council 1 May 2018 Page 8 of 18

NNSWLHD objected on jurisdictional grounds to the orders the Association is seeking (for the IRC of NSW to separate the Acute and Close Observation Units for the purposes of assessing the staffing under clause 53) and a hearing before Commissioner Murphy occurred in February 2018. Commissioner Murphy found in favour of the Association. NNSWLHD has filed an appeal in the matter. The actual hearing of the main matter (relating to the staffing) is further delayed. NSW Government Relocation of the NSW IRC to Parramatta In late January 2018 the NSW Government seemingly decided to relocate the IRC of NSW from the central business district of Sydney to Parramatta. The decision was made without any consultation with the employees working at the Commission, the Public Service Association or other users of the IRC of NSW including unions and employer representatives. Key Direction 2 Strategy 2.7 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups The PSA notified a dispute regarding the lack of consultation and all public sector unions, including the Association, intervened. The Association has argued the relocation would impose an additional barrier to accessing the IRC of NSW particularly for rural and regional members who often fly to Sydney for proceedings. The Government subsequently agreed to engage in some form of consultation, albeit quite inadequate. Unions remain unaware of key aspects of the decision including the Minister responsible and the rationale. The Government has decided to press ahead with the decision despite all unions and users being opposed to it. The NSW Government announced on 20 April 2018 that it had indeed signed a lease to move the IRC of NSW to Parramatta. Treasurer Dominic Perrottet said in a released statement: "The IRC relocation to Parramatta will be a huge boost for the area that will help grow the local economy, create new jobs and reduce congestion in the Sydney CBD, " This suggestion is arrant nonsense and an insult to Western Sydney if suggesting this will have a huge (or any discernible) impact upon their economy. This decision will inconvenience members attending proceedings from intrastate, be an impediment to accessing justice, and will have resourcing issues for the Association and a great number of unions (and employers), which perhaps is the desired, unstated effect. General Secretary s Report to Council 1 May 2018 Page 9 of 18

KEY DIRECTION 3 Promote a world class, wellfunded, integrated health system Increasingly, health is becoming a defining political issue in our country and budget decisions impact on the delivery of care. The Association 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 3.1 Consult with Association members on their vision of an integrated health system 3.2 Identify the features of a world class, well-funded, integrated health system 3.3 Develop an education program for Association members and member leaders 3.4 Develop initiatives, affiliations and partnerships on issues that affect Association members 3.5 Advocate and influence decision makers on key issues that affect Association members and the delivery of care Ministry of Health Policy review A new Managing Complaints and Concerns about Clinicians Policy Directive The Ministry of Health recently approached public health unions to consult on a proposed new Managing Complaints and Concerns about Clinicians Policy Directive, along with some ancillary changes to related policies and information sheets. The approach being adopted by the Ministry will result in any new Policy Directive superseding both the current policy (PD2006_007) and the associated Guidelines (GL2006_002). Key Direction 3 Strategy 3.4 Strategy 3.5 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 It would appear that one of the key drivers of these changes, apart from developing a more robust and consistent approach across NSW Health organisations, is that such processes should be reserved for the more serious issues requiring a formal approach, as opposed to those that should be dealt with at a local level between a staff member and their supervisor/manager. This is a general approach that the Association endorses. It is essential that such a framework is consistently applied and any approach adopted is proportionate to the issue(s) involved. The Association with other public health unions met with the Ministry. General Secretary s Report to Council 1 May 2018 Page 10 of 18

The Association subsequently provided to the Ministry some initial thoughts and feedback on the drafts provided and approach to be adopted. These were complemented by detailed written feedback and representations from the Association. Consultation continues, although a revamped policy directive is anticipated very soon. Prevention and Management of Workplace Bullying Policy Directive The Association WHS officers have reviewed and provided comment to the revision of the NSW Health Bullying Policy Directive (PD2011_018). The Association was provided with the opportunity to comment on the revised policy and instruct on actions to implement and to ensure the content is in line with SafeWork Australia guidance material related to workplace bullying. Family Focused Recovery Framework 2019-2022 (draft) Feedback has been provided to the Mental Health Branch, NSW Health for the Draft Family Focused Recovery Framework 2019-2022. The Association acknowledged the effort put into the drafting of the document. The document fulfils its purpose and communicates the intentions of the framework well. The Association recommended that the name of the document better reflect the primary focus care to parents and their dependent infants, children and young people less than 25 years of age. The Association agrees with the need to build a sustainable skilled, capable, informed and well-resourced workforce and recommends the adoption of Nurse to Patient Ratios to help achieve this goal. The Association asked that peer support worker positions must have a clear role description with clearly defined parameters around their responsibilities and competencies. Development of a Peer Worker Position Description and Implementation Package by NSW Health similar to the Assistants in Nursing working in the acute care environment health service implementation package would go some way to helping to ensure that the peer worker and local LHD management have a clear understanding of the peer worker role expectations and its limitations. NSW Parliament Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation 2016 Disallowance motion to be debated in the NSW Parliament. Key Direction 3 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members General Secretary s Report to Council 1 May 2018 Page 11 of 18

Council will recall from previous updates that the then Baird NSW Government (without any prior warning or consideration to consult) had the Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation 2016 ( Regulation ) gazetted. The Regulation further eroded the rights of government sector workers whose role may be subject to privatisation. Unions NSW and affiliates have agitated with cross bench members of the NSW Legislative Council to support a disallowance motion on the Regulation (i.e. have it set aside) tabled by the ALP Opposition. After vigorous representations from members and the Association with other public health unions, the NSW Government excised from the Regulation workers at Manly and Mona Vale Hospitals subject to transition to the Northern Beaches Hospital. After numerous adjournments, the debate on the Regulation as a whole has again been postponed till Wednesday, 2 May 2018. Central Coast Local Health District Wyong Hospital - Wellness Expo The Wyong Hospital branch has approaced Association seeking help to find different ways to interact with their members and non-members. The branch is keen to encourage staff involvement into the ratios 2018 campaign by participating in a light action. Key Direction 3.4 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect Association members Following some internal discussion and a presentation to organisers by ME Bank the idea of a Wellness Expo was conceived with the aim of engaging representatives from ME Bank, HESTA, Nurses & Midwives Health, Union Shopper and NEW Law to hold a stall type set up in a suitable space in the hospital. The Wellness Expo would be advertised and nursing staff invited to come and speak with the stall holders in their breaks. The branch believes this would be a great way to commence a recruitment drive and to introduce the branch officials to those who do not attend the meetings. The wellness expo is scheduled for May 2018. This will help to advertise the ratios campaign. The branch will be debriefed post activity to determine this initiative effectiveness. NSWNMA Education Program Environmental Health Seminar The annual Environmental Health Seminar was held on 6 April 2018. General Secretary s Report to Council 1 May 2018 Page 12 of 18

Key Direction 3 Strategy 3.3 Develop an education program for Association members and member leaders The forum had approximately 40 attendees from a broad range of areas and specialities. This year s forum covered a diverse range of topics regarding environmental health, such as sustainability in nursing practice, a presentation from Jane Currie, Lecturer, The Sydney University on mass casualty education for 3 rd year students, and a presentation from a member who was on the front-line at an Adani coal mine protest in December 2017. Reconciliation Plan (RAP) Key Direction 3 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect Association members The Association continues to exchange drafts and revisions with Reconciliation Australia in relation to the Association s proposed Reconciliation Plan. It is hoped that this process will be completed soon. The Association will have a Reconciliation Plan for the period April 2018 April 2019. Planning has commenced for Association activities to mark National Reconciliation Week. Scholarships Key Direction 3 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect Association members Bob Fenwick Mentoring Grants Program (BFMGP) The Bob Fenwick Grants Program Round 7, 2018. Matching of mentees with mentors by the Steering Committee took place 11 April. Negotiation of the Performance Agreement with NSW Health continues at the time of writing. Notification of Mentees and Mentors has been delayed while awaiting further clarification regarding performance agreement negotiations. Placements of mentees with mentors will occur from May to July 2018. The Ceremony has been booked for 5 October 2018. General Secretary s Report to Council 1 May 2018 Page 13 of 18

Old People s Welfare Council The Old People s Welfare Council (OPWC) Aged Care Scholarship has closed for application. 17 applications have been received, which has been a disappointing result given there being so few scholarships available in aged care. Successful and unsuccessful applicants will be notified by Friday 11 May. Work Health and Safety Key Direction 3 Strategy 3.5 National Sleep Summit Advocate and influence decision makers on key issues that affect Association members and the delivery of care. The NSWNMA was represented at the National Sleep Health Summit. Participation in discussion around the impacts of a lack of sleep, (from a health perspective as well as cost to the economy - $66.3 billion in 2016-2017), contributing factors and potential paths of action. The summit is proposing a federal parliamentary inquiry and there was discussion around draft terms of reference for the inquiry. Specific discussions relating to nurses included the role of primary health nurses in supporting better sleep as well as the lack of sleep experienced by nurses as a result of shift work, poor rostering, and excessive overtime. SafeWork NSW Musculoskeletal Disorder (MSD) Committee Association representation to the consultative group of the SafeWork NSW Musculoskeletal Disorder (MSD) Committee continues. The action plan is designed to address the issues of MSDs in NSW workplaces and to improve injured persons recovery at work, the committee is taking a multi-pronged, risk-based approach. The committee will focus on specific industries and occupations, as well as engaging those who may influence a worker s exposure to hazardous manual tasks, and their recovery at work. These include industry and workplace leaders, people responsible for purchasing, designers and engineers, allied health professionals and educators. Details of the action plan are available on the SafeWork NSW website. As part of the action plan a Conference is being prepared for October 2018 at the International Conference and Convention Centre Sydney. General Secretary s Report to Council 1 May 2018 Page 14 of 18

SafeWork NSW WHS Roadmap Association representation to the consultative groups of the SafeWork NSW WHS Roadmap continues. area 2 relates to reducing exposures to hazardous chemicals and materials. WHS Professional Officers have met with SafeWork Inspectors of the Chemical Management team to discuss priority chemicals. Priority hazardous chemicals have been selected utilising a risk management exposure strategy that identified 10 priority substances, the top two being Formaldehyde and Crystalline Silica. Healthcare is identified as a key industry for the use of Formaldehyde and SafeWork NSW will be conducting a series of site visits across NSW to review the management of this substance. Fact sheets for priority chemicals and information relating to the strategy are available on the SafeWork NSW website. Other chemicals that the Association is promoting the importance of to SafeWork NSW include: o o o Peracetic Acid utilised for sterilisation in Endoscopy, Cytotoxic substances utilised in Oncology / Chemotherapy other than Cyclophosphamide that may be of similar or greater risk, and Methyl Methacrylate utilised in Orthopaedic Surgery and Dentistry. General Secretary s Report to Council 1 May 2018 Page 15 of 18

KEY DIRECTION 4 Promote the Association as a significant and professional advocate for the health system and our members The Association 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 4.1 Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions 4.2 Develop risk management strategies to uphold the Association s reputation 4.3 Advance and promote nursing and midwifery as professions creatively and through multiple platforms 4.4 Ensure our Vision and Values are reflected in all our communications and actions Environmental Issues Key Direction 4 Strategy 4.1 Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions On 20 March 2018 a letter from Nick Thorpe, GGHH Global Community Manager, informed us that the Association had qualified for Climate Champion Awards in the participation of the 2020 Health Care Climate Challenge Global Green & Healthy Hospital s (GGHH) Network. The Association was congratulated and it will be showcased as a global leader in the movement towards climate-smart health care and has received a Silver Climate Leadership Award. General Secretary s Report to Council 1 May 2018 Page 16 of 18

Key Partnerships Key Direction 4 Strategy 4.1 Affordable Housing Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions Department of Planning and Environment The Association was represented at an executive policy forum with Carolyn McNally, Secretary of the Department of Planning and Environment. The forum, organised by The McKell Institute and hosted by Lendlease, provided an opportunity to hear about the work of the Department of Planning and Environment. The Association continues to advocate for affordable housing for our members. University of Sydney Association officers were invited to attend a panel discussion on housing affordability for key workers at the University of Sydney on 27 March 2018. The panel discussed the findings and outcomes of Key Worker Housing Affordability research by the University of Sydney. NSW Health WHS Practitioners forum Association WHS Professional Officers attended a consultative forum of NSW Health WHS Practitioners on 22 March 2018. Consultation on ways to facilitate collaborative visits between Unions and respective facilities of Local Health Districts was facilitated. Discussion of activities being performed by NSWNMA that affect members and ways in which WHS Professionals of NSW Health can work with the Association to achieve better outcomes. Palm Sunday Rally The Association, along with other unions attended the annual Palm Sunday Rally for peace and justice on 25 March 2018, with the focus on supporting refugees and marching under the banner of Unions for Refugee s. The Palm Sunday rally was attended by around 20 interested members and staff and marched to show our support for and advocate for the health and wellbeing of refugees and asylum seekers. Members stood with other unions to oppose the current government s inhumane treatment of people seeking refuge. General Secretary s Report to Council 1 May 2018 Page 17 of 18

Members and staff in scrubs and carrying flags created a visual presence and formed one of the larger union groups in attendance. As always the Association was well received by many in the community who support this important social justice issue. Quality Aged Care Group A meeting of the Quality Aged Care Group (QACAG) met on 5 April 2018. QACAG are keen to support the federal aged care campaign and intend to write to the Leader of the NSW Opposition, Luke Foley and local MPs on the issue of safe staffing. A newsletter has been produced to maintain ongoing engagement of group members unable to attend meetings. The group now has 59 members. The group is growing in size and influence and recently gave evidence at the Inquiry into the Quality of Care in residential aged care facilities in Australia. The Association continues to provide support for the group and is currently assisting in the development of organisational policies. Brett Holmes General Secretary General Secretary s Report to Council 1 May 2018 Page 18 of 18