2026 CSYJ Draft log of Claims

Sufficient staffing allocated to every office based on caseloads and an agreed workload management framework, legislative requirements, including minimum leadership ratios of 1 line supervisor to 4 CSOs/Caseworkers/Youth Workers, CSSOs and Administrative Officers. This is to allow for best practice service delivery outcomes in a safe and supportive way that delivers for Queenslanders.

This will be supported by the development of a Staffing Baseline, developed in consultation with union members, which:

Defines minimum staffing profiles and leadership ratios by function and caseload.

Applies consistently across metropolitan, regional and remote offices, including corporate offices.

Is monitored and reported at the relevant consultative committee, this should be a live data report where possible.

Provides a lived experience framework and consultative model to allocate new growth funding and positions across the department.

A workload management framework introduced across all areas including Youth Justice, Investment Planning and Partnership, Placement Services Units, Regional Intake Services and After hours.

A backfill model implemented so planned leave, vacancies and surge demand are covered, not redistributed to existing staff.

Vacancies are advertised within 1 week, upon becoming vacant, for all positions, with vacancy management to be reported on and discussed at relevant consultative committees.

Administrative and Casework burden on professional officers reduced by resourcing support functions, Admin Officers, CSSOs including family time officers, transport and court support, Paralegals, Casework Support officers and youth workers, including adding ISSO/CPA positions in regional areas where positions are currently not existing.

Annual leave entitlements increased to 6 weeks for all staff.

10 days of paid cultural leave provided to all workers who identify as Aboriginal or Torres Strait Islanders

All staff covered by the agreement entitled to paid overtime.

No loss or forfeiture of Accrued Time Leave, with the option to have ATL paid out annually if not taken.

Workers who are unable to take a lunch break must be compensated until they are able to take their break.

All offices must be provided with fit‑for‑purpose physical resources and infrastructure, regardless of location, to ensure safe, effective and dignified work.
This includes:

• safe, functional, accessible, mould-free and appropriate office buildings;
• reliable, up‑to‑date IT systems and equipment;
• fit‑for‑purpose fleet vehicles that are accessible; and
• standard technical provisions and adjustments for staff who are neurodivergent.
• administrative and operational infrastructure necessary to support service delivery.
  
  

To meet this the department must commit to a ‘A Physical Resourcing Baseline’ so every office meets the same physical and infrastructure standards, and regional and remote offices get what they need to meet them.

Any incident involving cultural safety must be externally investigated and centrally reported to the RCC and ACC structures.

Zero tolerance for racism, discrimination and lateral violence embedded as a commitment in the agreement.

Paid cultural supervision available as a standard entitlement for all workers who identify as Aboriginal or Torres Strait Islanders

All staff should feel safe to raise concerns without fear of reprisal. Face-to-face psychological safety training, built and agreed to by Together and the department, for all line supervisors, with regular and reporting on completion to the ACC.

The agreement to begin with a formal Acknowledgement of Country.

Pay parity achieved across all equivalent roles regardless of stream, Youth Justice positions aligned to equivalent Child Safety classifications and pay scales.

Remove pay scale caps and progression blocks

Career pathways embedded across all roles, that do not rely on vacancies or manager discretion.

A full work value review of all positions is conducted during the life of the agreement.

A dedicated Remote and Regional Attraction and Retention Package implemented, customisable by location, introduced and varied by agreement with union members.

The cultural load of Aboriginal and Torres Strait Islander workers is formally recognised through a Cultural Loading Allowance, and a review of ISSO and CPA classifications

Expand the Retention Allowances and Continuance Allowances to all roles

Maintenance of all existing entitlements and conditions from existing agreement, with the exception of any increases and improvements to rights or conditions sought by union members in these negotiations.

Fair and reasonable wage increases above inflation.