My vision is for a bigger, more representative Union- a Union that can provide an intellectual counterpoint to management in vision and strategy.

We need a Branch that will take on management on three levels: at the level of individual mistreatment of staff, at the strategic level about what this institution is about and who it is for, and at the community level – articulating a vision for a public institution that serves the public.

My vision of our branch is one of unity, where all of our members feel heard and supported. Where we are all working towards an improvement of working conditions, a workplace where all members can thrive.

This is an exciting time to be a unionist in the university sector. It is clear the operating model of the last 30 years (ie the Dawkins’ legacy) is unsustainable. Change is coming. It is important unions shape and not just react to rapidly changing circumstances.

We need to look forward, to work not only for our present, but also for future members. By being an inclusive, progressive and collegial, we can create opportunities for all staff — academic as well as professional, continuing as well as casual.

The way forward is to have the Sydney branch be more representative of the university staff. This means casual staff need to make up a significant proportion of the branch committee.

Much of what we do as a Union revolves around campaigning during Enterprise Bargaining rounds. We also need to focus on what happens outside the bargaining period. It is not enough for the Union to win the right to have local workload committees, but the Union must have active members who ensure those committees are not a rubber stamp for management.

Having given much of my working life to a public institution I know that universities can and should be exemplars in terms of respecting workers’ rights and improving standards of employment.

Staff have a right, not only of payment, but also of enjoying the work that they do.