Acton Early Childhood Centre.

 

GRIEVANCE POLICY.

 

AIM:

 

To ensure that all staff are able to work together cooperatively in an environment that is positive, loving and caring. The Centre vision of homeliness and extended family should apply equally to staff as well as to families and children. In order for this to be the case conflict must be kept at a minimum and any difficulties should be dealt with quickly and as best as possible.

 

EXPLANATION:

 

Conflict can occur due to misunderstandings, differences in opinion, diverse backgrounds and belief systems. However, the point of common ground between all staff is the provision of the best possible care and education for our children and their families in a loving and nurturing environment, as reflected in the CentreŐs vision and philosophy. It is on this commonality that all relationships in the Centre should be built.

 

 All staff members have teamwork as an important part of their job descriptions. Staff must work cooperatively and any differences should be resolved or set aside. This is also in the interest of occupational health and safety.

 

Conflict can lead to better understanding and improved conditions if it is viewed and managed positively and maturely. This involves assertive communication, feedback without blame and a willingness to resolve differences. To assist staff and management in the effective management of conflict the following actions should be followed.

 

ACTION:

 

Conflict between various staff members.

 

If the conflict is between staff :-

 

1. Act promptly. Discuss concerns or issues directly with the person/s involved and plan improvement or change together.

2. If the problem persists discuss it again and determine what else is needed to improve the situation.

3. If this fails seek the assistance of the director, and, if you need support take along another staff member. Inform the other party of what you are planning to do.

4. When approaching the director indicate whether you want debriefing or intervention action.                     ~ Debriefing will involve listening while you develop your own solutions.

            ~ Intervention will involve a conflict resolution plan to resolve the problem or issue and will            include all parties. All parties must reach agreement on and receive a copy of the plan at       each stage of discussions. Conflict resolution discussions and other action plans will           continue until the matter is resolved.

The director should be informed before discussions begin as to whether debriefing or intervention action is required.

5. Where a resolution cannot be reached the staff liaison person and/or the president of the management committee will be notified to seek their assistance. The staff liaison person and/or the president, in consultation with the director, will decide whether to attempt further mediation or refer the matter to an outside agency.

 

If the conflict is between staff and the director.

 

Follow all steps as outlined above and contact the staff liaison person and/or the president  at

Step 3.

 

If the conflict is between the director and staff.

 

Follow all steps as outlined above and contact the staff liaison person and/or the president  at

Step 3.

 

Breach of Duty of Care.

 

The director is the delegate of duty of care for the management committee who holds the licence to operate a child care centre for the association. Where the director has cause to raise concerns with a staff member regarding duty of care responsibilities, this will be in writing. A copy will be maintained confidentially on file. The director and staff member will then discuss the course of action for improvement, which will also be documented.

 

A staff member has the right to reply in writing and this will be attached to the original document.

 

This intervention is aimed to bring improvement and if improvement does not occur the staff liaison person and/or the president will be advised and will assist to resolve the matter.

 

All staff are advised to read the ACT ChildrenŐs Services Standards February 2009 and Centre policy documents regularly to ensure a sound understanding of legal and duty of care responsibilities.

 

Cause for Dismissal.

 

Where an incident gives cause for possible dismissal, the matter must be referred to the director and to the staff liaison person or the management committee president before any action is taken. Should the staff liaison person or president determine there is cause for possible dismissal the person will be stood down with pay until union and legal advice has been accessed. In certain circumstances the police may be involved. When a course of action has been decided the staff member will be advised both verbally and in writing.

 

Further details on the issue of dismissal may be seen in the Child Care Industry (ACT) Award 1998.

 

See also the Employee Misconduct Policy.

 

 

 

 

Approved by staff - 1-10-03. Approved Policy Review Committee - 7-10-03.

Reviewed Policy Review Committee - 23-8-05; 24-7-07 and 4-8-09.