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CMSolutions Notice of Annual General Meeting


Dear Members,


The Annual General Meeting of the Australian Community Services Employers Association, Union of Employers T/A: Community Management Solutions will be held on Wednesday, 27th June 2018 at 6.30pm.


Could you please inform us of your availability to attend by returning the RSVP form back to us by Friday, 22nd June 2018.


A copy of the ACSEA Financial Statements for 2017 is available at


For more information please do not hesitate to contact the office on 07 3852 5177.

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Federal Minimum Wage Increase

The Fair Work Commission Minimum Wage Panel has handed down their decision to deliver a 3.5% increase to the Federal Minimum Wage and the Modern Awards.


All modern award base rates will increase by 3.5% from the first full pay period on or after 1 July 2018. Weekly wages will be rounded to the nearest 10 cents.

The national minimum wage will be $719.20 per week or $18.93 per hour. This constitutes an increase of $24.30 per week to the weekly rate or 64 cents per hour to the hourly rate.

Updated pay rate sheets will be emailed out to all Federal Members and uploaded onto the CMSolutions website as soon as they are completed.

If you are a member of the Award Service an updated copy of your subscribed Award will be emailed out to you as soon as they are made available.

Please do not hesitate to contact CMSolutions on 1300 007 110 should you require any further information or would like assistance in applying the increase.

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What should you expect from a Workplace Investigation?

Workplace Investigations are a long process which is stressful for all parties involved. So before you start a workplace investigation lets discuss what you should expect and consider.


Stand Down


It is common for employers to want to stand down their employee whilst an investigation is taking place, however this may not always be the best option.


You should consider standing down an employee when, they are in a position to interfere with the investigation or tamper with information, or there is a serious and immediate risk to health and safety.


Standing down an employee should not be a form of punishment and you should always consider the employee innocent until proven otherwise. Before standing down an employee, ask "can they remain in the workplace?".


Investigator Bias


Choosing an Investigator can be the hardest part of a workplace investigation. The person responsible for the investigation must be able to ensure a fair and just process, whilst not holding any biases towards the parties.


Investigators should not have a predetermined outcome of the investigation. Investigators should also be personally involved in the case or be personally connected to the complainant/s or respondent/s.


Procedural Fairness and Natural Justice


When conducting an investigation there are a number of legal principles that will need to be applied. These include:


  • Notifying persons of any allegations to which they are required to respond.
  • Providing sufficient information for a response.
  • Disclosing any material which is adverse to a person's interests (which you may rely on later).
  • Giving persons a chance to respond to any allegations against them.
  • Allowing for a support or representative.




The timeframes for a workplace investigation can vary greatly. An Investigator will need time to understand the allegations, interview all complainants, witnesses and respondents, as well as follow up other information and write a report.


A basic investigation can often take up to four weeks, with complex investigations taking up to 6 months.


It is suggested that you talk with your investigator at the beginning of an investigation to identify some expected timeframes. You should remember however that most investigators will only be able to give you a guide and that the timeframes can vary.


For more information contact one of our Employment Relations Advisors on 1300 007 110.

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Your CMSolutions...Not Going Anywhere!

It has come to our attention that some members have been directly approached by an alternate organisation and that there has been incorrect information broadcast about CMSolutions and our services.
Anyone can make empty promises however with almost 50 years experience working for P&C’s across Queensland there is no not-for-profit organisation (or for that matter organisations wishing to use P&C’s for their own profit) more attuned to serving the complex and varied needs of P&C’s.
We can assure you that your CMSolutions is not going anywhere! With almost 50 years experience working on behalf of P&C’s we are here, with you, for the long haul!
CMSolutions is part of the fabric of your industry, we know the complex and unique issues you face and we understand how hard it is, as mainly volunteers, to run a successful P&C, organising staff, ensuring entitlements are paid, balancing the books and so much more.
Our unique Employment Relations Service is a crucial tool for you. We helped write the Award (on your behalf) and are also fully up-to-date with the modernised Queensland Employment Standards. A simple phone call to our Employment Relations team ensures correct Award advice and pay rates – just one of the many free benefits of CMSolutions membership.
We also offer a range of free advice or cost effective fee-based services designed specifically for P&C’s. These cover:


  • Employment Contracts & Position Descriptions
  • Recruitment, Mediation & Selection Services
  • Work Health & Safety Audits
  • Human Resources Health Checks
  • Bookkeeping/Payroll Services
  • Corporate Governance
  • Financial Audit and Health Check Services
  • One on One Accounts Training
  • Successful Canteen & Tuckshop Management


We understand that the work you do, whilst often thankless, is important. And our key aim is to ensure your tenure is successful and hassle-free. Our business is NOT about lining our pockets.
Our specialist knowledge and friendly team combined with easy access website and 1300 number has all the answers. We actually know what we are talking about and have no hidden lock-in periods or hidden fees. What you see at CMSolutions is what you get – good, correct and honest advice.
CMSolutions has been supporting P&C’s for almost 50 years… and we plan to be around for our Centenary!
If you have any questions about what we can offer, or are confused in anyway about our role and how CMSolutions can make your tenure easier please don’t hesitate us directly or Bec White a call on (07) 3852 5177 or 1300 007 110.
We look forward to being of service.
Catherine Norris & Neale Brosnan
Joint General Managers

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2018 Election Notice

The Australian Community Services Employers Association, Union of Employers Board Election will take place from Monday, 5 March 2018 until Monday, 23 April 2018. To nominate for a seat on the Board please fill out and return the nomination form. Details on what to do are outlined on the election notice.


If you have any questions or require any further information please do not hesitate to contact us on 1300 007 110.

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NEW Version Available - P&C Accounting Manual

There is now an updated version of the Accounting Manual for Parents and Citizens Associations available on the Department of Education and Training website. 


A summary of the new changes is also available on their website.

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Tips for Smart Rostering

1. Know your Award or Agreement


The more you understand your relevant workplace instrument, the easier it is to make good rostering decisions. You will want to look out for:


  • Overtime provisions - how many hours can an employee work a day and a week.
  • Meal breaks - how long can an employee take a meal break for before it comes a split shift.
  • Split shift provisions.
  • Shift and weekend allowances.


2. Get Creative


If you think your roster is perfect now, why not try getting creative. You do not have to implement any changes but coming up with multiple options could enlighten you to some improvements to your current structure.


3. Know your staffing costs


This will link closely with tip one. You should be aware of each staff members pay rates, including who is casual and permanent. Compare this with a budget or aim for your wages. It may not always be smart to accept additional business if the staffing costs outweigh the increase in sales/income.


4. Review excessive wages


If there are occasions where excessive wages occur it is a good idea to review these and identify if changes need to be made. For example, if employees frequently do overtime, identify why this is occurring. Do you need more staff or is there a particular client who needs extra time/care?


For more information contact one of our Employment Relations Advisors on 1300 007 110.


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Applications Open

Applications for the Disability Inclusion Support for Queensland Kindergartens (DISQK) program are now open and close on 30 September 2018.


The DISQK program funding supports kindergarten services to provide inclusive programs for children with disability. The program is open to sessional kindergartens affiliated with a central governing body.


For more information visit the website

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What to do when an employee is constantly late for work

Dealing with an employee who is always late for work is a common problem for employers. So can the employer take steps to stop this and can it be done legally? 

Yes you can, if the employer follows these steps.

  1. If an employee is constantly turning up late to work without a reasonable excuse, then ask them is there anything preventing them from attending work at the rostered starting time.
  2. If not reasonable excuse is provided, the employer may consider implementing a workplace policy that will state if an employee is running late they will be required to phone their manager / supervisor their estimated arrival time. The employer should continue to monitor the situation once the policy has been implemented.
  3. If the emplyee continues to be late after implementing these steps, the employer can consider providing the employee with a formal warning, detailing the number of days the employee has been late to work and how this is impacting on the business in a negative way.
  4. The warning needs to refer to the employee's working hours obligations under their contract of employment and the organisation policy. The warning can outline that the organisation considers the times the employee is regularly late for work is to be misconduct and that the employee's attendance at work will be monitored over a reasonable period of time ( this could be for up to 4 weeks). 

The warning should also state that if they do not improve that the employer will take further disciplinary action including termination of employment.

After the monitoring period the employer needs to review the situation again. If the employee has not improved the employer may take further disciplinary action which may include termination of their employment.


Most importantly remember to minimise the risk of unfair dismissal claims in these circumstances, the employer must put the relevant allegations to the employee at a meeting where they have had the opportunity to bring a support person and consider their response to the allegations. Ony then the employer should make a decision on terminating the employee.

Before taking any of these steps contact one of our Employment Relations Advisors to assist you through the steps and ensure you are following due process on 1300 007 110.

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Do you know your responsibilities as a new Committee Member?

Now you have been elected to the committee, you are responsible to the members of the association for the proper management and conduct of the affairs of the community association. A major responsibility of the committee must be above all to ensure that their decisions and actions are at all times taken in the best interests of the members and clients of the association.


Some of the functions and duties arising from this responsibility are:


  • To ensure that appropriate staff are employed at all times.
  • To ensure the proper maintenance of any assets including building, grounds and equipment.
  • To ensure that proper control is maintained over the finances of the association not only for the present but also with the future in mind.
  • To be aware of the needs of the community in which the organisation operates and ensure that this knowledge is reflected in its decisions.
  • To encourage active client and general community participation in the activities of the association and to ensure that the community is aware of what the association is doing.
  • To initiate fund-raising and social activities so as to foster a close relationship between the association and the community.
  • To have an understanding of the organisation's programmes and its benefits for the clients and attempt to foster a general awareness of these aspects in the community.
  • To have an understanding of the organisation's programmes and its benefits for the clients and attempt to foster a general awareness of these aspects in the community.
  • To be aware of and ensure the regular review of the constitution and any by-laws, regulations and policies so that these are approprate to the current situation.
  • To have a willingness to learn about the organisation, its operation and its people/staff.


Since the committee is representing all the members of the association it is highly desirable that its decsions and actions always have regard to what is in the best interests of the majority of members of the association. Failure to do so may well lead to conflict within the association.


To assist you with your roles and responsibilities on the committee we have put together our Guide to Good Governance. This Guide provide you with 18 example documents to help you easily manage everything from Handover from outgoing to incoming committees, through to financial reports and meeting agendas. 


For more information on your roles and responsibilities as a committee member please do not hesitate to contact the CMSolutions team on 1300 007 110.

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