Department for Communities and Local Government National Branch Annual Report 2014-2015
TABLE OF CONTENTS
Page- CHAIR’S REPORT
- SECRETARY’S REPORT
- TREASURER’S REPORT
- ORGANISER’S REPORT
- PAY:
(b) CONSULTATION MEETINGS
(c) AO RPI UPLIFT / 7
8
9
- STAFF SURVEY
- PERFORMANCE MANAGEMENT
- PMR OUTCOME FIGURES
- PCS DCLG CASEWORK
- EQUALITY
- DISABILITY RELATED ISSUES
- SHARED SERVICES
- TUPE TRANSFER OF THE PLANNING PORTAL
- COMMUNICATIONS
- FACILITY TIME
- HEALTH & SAFETY
- 2014 NATIONAL CONFERENCE
- PUBLIC SECTOR GROUP
- DIRECT DEBIT
1. CHAIR’S REPORT
2014 was another challenging year for our branch characterised by a series of management initiatives seeking detrimental changes to the terms and conditions, pay and working lives of staff alongside much more welcome developments in our ability to organise, communicate and represent the interests of members. Two years have now passed since a single national branch was established to represent all DCLG HQ members - and despite the perhaps inevitable early practical difficulties, progress has been made in establishing the necessary structures and procedures to ensure that local representatives are able to provide the best possible service.
The key collective bargaining issue affecting all members during 2014 was of course pay. It soon became apparent to our branch’s pay negotiators that ‘reform’ meant little more in management’s eyes than achieving a desperate wish to abolish contractual pay progression - and this reality combined with a lack of both funds and imagination meant it was perhaps inevitable that no offer was ever made that members could realistically have been balloted upon. On the positive side, branch officers held a successful series of membership consultation meetings across the country which provided much valuable feedback. In addition, the refusal of the Department in recent years to implement the contractual entitlement of AO staff to annual RPI linked pay increases was challenged at Employment Tribunal with the outcome expected shortly.
The branch has also prioritised the situation facing members in Hemel Hempstead and Liverpool who are threatened by a likely redundancy situation as a result of the shared services initiative and the proposed transfer of their work to a private sector company Arvato. Severe delays have resulted in the ‘go live date’ being pushed back to April 2016. PCS representatives continue to press management to take the necessary steps to avoid or minimise any possibility of enforced redundancies.
One pleasing development arose from our continuing refusal to meekly accept the imposition two years ago of an 80% cut to facility time. Our strong representations have resulted in the Department recently agreeing to increase the allocation of paid time off to the sort of level existing elsewhere in Whitehall. Although this new position still constitutes an overall 50% cut from 2012, it will at least enable a greater array of hard pressed local representatives to spend some of their working week representing members in personal cases; over DCLG’s terms and conditions; on health and safety concerns; and in pursuing other collective issues.
During the year, branch representatives have continued to provide support to a significant number of individual members who have experienced problems at work. Regrettably our attempt to address a seemingly systemic failure by the Department to promptly and adequately respond to individuals who require reasonable adjustments by introducing a disability leave policy has not yet been accepted by management. There is also continuing evidence to suggest that a number of members previously assessed as satisfactory performers are being artificially marked down as a result of the highly subjective PMR system - a disproportionate number of whom are BME and/or disabled staff.
I would like to thank all members and representatives for their support and commitment over the last 12 months. 2015 promises to be a very important year with the outcome of the General Election likely to have fundamental implications for all of us as both trade unionists and indeed in our role as civil servants. By standing together and supporting each other we can hopefully achieve many more successes in the year ahead.
- SECRETARY’S REPORT
In my second year as Branch Secretary, it’s been a busy one for the Branch Executive committee (BEC) and has presented us with many new challenges.
The PCS DCLG 2014 Annual Report is our means of providing a thorough yet readable account of the branch’s activity over the course of the year; its breadth is a reflection of the high volume of work and the wide-ranging issues undertaken collectively by the committee and the individual efforts of PCS representatives on behalf of members. Continuing the trend of previous years, local representatives are committing more of their own time to be able to conduct this activity, due to the paltry facility time allocated for union representatives in DCLG.
We were fortunate to have had a full committee of fourteen representatives for the year, both experienced and new and each bringing their different strengths, skills and experiences to vital areas of the branch’s work. One key objective for the branch has been to put ourselves in a better position from a strategic and organisational perspective to approach the challenging demands placed on branch representatives. This has been difficult given the increased pressures resulting from personal casework; specifically the implications of the performance management reporting system.
Despite this growing pressure, the committee has become more considered in its approach to reaching members, utilising the monthly BEC meetings to co-ordinate programmes of work to support the pressing and important issues raised by members. We have also established thematic policy teams to lead on critical areas of collective bargaining and industrial relations work; this enables the branch to be more proactive and effective in terms of representing members’ interests across a broad range of issues. Those policy teams include - the Equalities Team, which has been pivotal in developing close working relationships with both the BAME and DisAbility Networks, raising the profile of equality as a complex and interrelated issue for members’ interests and one which cuts across every aspect of the branch’s current work. We have also set-up well-organised Pay Reformand Shared Services Policy Teams, tasked with co-ordinating negotiations with DCLG management.
In the coming year, we want to empower the six sub-branches representing the DCLG sites, to enable even stronger local representation for members across all our key priorities. If you are a PCS member, do please put yourself forward for nomination for the BEC, you may wish to have a greater say in how we can better reach members by becoming active in your local sub-branch or maybe you want to contribute a talent and support the branch in some other way.
Summing up, I would encourage all members to take the time to read through the Annual Report. It is a real opportunity to get an insight into the work we have already undertaken and to let your representatives know whether we are focusing on the issues that matter to you. We want to hear your views on the issues raised in the report and help drive discussion as to how best we can represent you throughout 2015.
3. TREASURER’S REPORT
TREASURER’S REPORT
Annual Treasurer’s Report covering DCLG HQ Branch from 1 January - 31 December 2014
Our end of year balance for 2014 (31 December) is £1046.33, having spent £2093.67during the year.
The branch accounts are to be audited by Jeremy Hughes and Leon Bond shortly – and we are very grateful for the kind assistance they have again offered to the Branch to fulfil this important role.
Expenditure:
Most expenditure fell into 5 broad categories
Travel (other) by Branch Officers to Negotiating, Sub-Committees and other meetings): £147.80
Travel and subsistence to BEC meetings, by non-London based reps: £689.70
Although the above figure seems high – it must be borne in mind that the Branch covers a total of 16 sites – Marsham Street being the only London based worksite.
Travel and subsistence by Branch Officers to other sites for meetings (various): £1001.47
Again, although the above figure seems high – it must be borne in mind that the Branch had to arrange a number of pay consultation meetings in outlying sites at very short notice.
Donation to PROUD: £20.00 (the Branch agreed motion A5 at the 2014 AGM to make a donation of £20.00 the cheque has been issued although as of 31/12/14 the cheque is still uncashed)
AGM – catering (nil costs to Branch refreshments funded by the BEC)
AGM – travel and subsistence to meeting by delegates based outside London: £234.70
4. ORGANISER’S REPORT
During the last year the branch recruited 48 members from across the country in the following locations;
London - 35
Bristol - 4
Exeter - 3
Newcastle - 2
Hemel Hempstead - 1
Leeds - 1
Liverpool - 1
Warrington - 1
The branch has worked hard to raise its profile and has secured agreement from DCLG management to be included in formal induction events. This will be a good platform to advertise the great work it does and to recruit even more members on a regular basis.
The branch has produced and distributed a number of recruitment and information flyers throughout the year, addressing issues of interest including the pay freeze and increases in cost of living. It also produced a Valentine’s Day card addressed to Bob Kerslake, calling for an end to the pay freeze. The card was signed by hundreds of members and given to Andrew Campbell (on behalf of Bob), by ordinary union members shortly after Valentine’s Day.
The branch in conjunction with Home Office colleagues also organised a recruitment stall in 2 Marsham Street, at which branch reps and union officials spoke to staff regarding paying union subs by direct debit. We were unfortunately denied a stall by the Department at the annual One Department Day in November.
However, perhaps our best advert for the good work we do here in terms of fighting for improved terms and conditions is you - the ordinary member - talking about the union with your colleagues and encouraging non-members to join. If a new member of staff joins your division don’t forget to ask them if they are a union member and if not invite them to join. PCS forms are available from:
03034441114 030 344 42642
5. PAY
(a) PAY REFORM
The Department’s stated desire to ‘reform’ its pay structures was the dominant collective bargaining issue during 2014 and took up a huge amount of local representatives’ time. Despite the initial grand aspirations set out to staff in the summer of 2013, it quickly became evident to PCS that in reality the ‘pay reform’ initiative was first and foremost a management attempt to abolish the contractual pay progression milestones which had both successfully delivered substantive salary increases to members and avoided the previous problem of female staff clustering in the lower end of pay ranges.
Substantive discussions did not begin in earnest until March. The conversations were difficult from the start as a result of the Department’s failure to secure any additional funding from the Treasury and management’s evident disinterest in seriously discussing any of the crucial issues around the design and purpose of a new pay system. The initial management offer was rejected out of hand and although various trade union alternative approaches were quickly rejected by the Department as being ‘unaffordable’, the unions did manage to secure both an improved second offer and a third final offer which was published to staff in September. Following an extensive consultation exercise with members across the country (see separate report), PCS rejected the offer as both inadequate and highly divisive and confirmed that it would not hold a collective ballot. Around 70% of staff subsequently decided to individually accept this offer with effect from 1 December.
There are a number of crucial issues requiring discussion going forward including:
- The impact of this further cut to the real term living standards of most members - and in particular, our low paid AO and EO colleagues.
- The risk of many members being left permanently ‘marooned’ on salary levels significantly below their current maxima.
- The need to identify a fair and rational way forward for affected members in light of the legal action taken by BIS staff regarding their claimed entitlement to progress to a previous higher GON maximum.
- The lack of reference to the range of existing progression and bonus arrangements for former RDA staff.
- The lack of any substantive detail regarding the design of the new pay system including how staff will progress towards their new maxima.
- The proposed introduction of performance pay which disregards serious equality related problems affecting BME, disabled, part-time and lower grade staff which have not been addressed by the highly subjective 9 box grid PMR system.
A further highly regrettable development was management’s refusal to provide a timely response to our FOI request on 19 November regarding the Department’s decision that they could ‘afford’ to implement their offer despite 30% of staff opting for the existing pay system and their previous declaration that an ‘overwhelming majority’ was required.
Please note that the recent Tribunal case regarding the contractual entitlement of AO staff to annual RPI linked pay increases is covered in a separate report.
(b) PAY CONSULTATION MEETINGS
The members’ pay consultation meetings which were held last autumn represent a critical part of the branch’s work. The meetings were supplemented by the additional efforts of local PCS representatives meeting with individual members, hosting lunchtime and after-work surgeries on specific pay-related issues and responding to the high volume of written requests for advice and information.
Despite the Department restricting the consultation period to two weeks for the branch, local PCS representatives were able to mobilise and organise twelve successful DCLG site meetings – held in Marsham Street (three), Hemel Hempstead, Hastings, Cambridge, Plymouth, Birmingham, Nottingham, Warrington, Leeds and Newcastle.
The level of participation in this exercise both at the meetings and in written and verbal communications was unprecedented. It was clear justification, if any were needed, of the legitimacy of the PCS demands that the unions should have been able to consult its members throughout every stage of this process. The collective efforts of the branch to reach members across DCLG sites enabled PCS to submit comprehensive representations in the formal response on a broad range of pay issues – including the implications of the pay ‘reform’ offer on former RDA and GON staff.
Throughout this process members categorically rejected the Department’s proposition for a collective ballot, on the basis that it would be unfair and divisive to expect staff to choose to end the right of colleagues to their existing contractual entitlements to pay progression. It cannot be emphasized enough how vital the consultation outcomes were in formulating the PCS response and the decision by the National Branch Executive Committee to reject the Department’s pay ‘reform’ offer and not proceed to a ballot.
The branch is particularly grateful for the time and effort taken by the hundreds of members across all DCLG sites to determine the formal response. This positive response to the consultation further demonstrates the role the employer can and should play in fostering a work environment that encourages staff to meet freely with their union representatives without sanctions. The Department should positively reflect on the way PCS engaged its members in the consultation, albeit within very impractical timelines and recognise the vital role that the union has to play in the workplace
It is equally important that the branch harnesses the positive elements that have emerged from the pay consultation meetings, especially given that there are still so many priorities for PCS to take forward on behalf of members in the coming year relating to pay that still require members’ input.
As the key staff representative body, we will be seeking to secure agreement with the Department in 2015, continuing our programme of consultation with members across all sites on concerns over pay ‘reform’ and a range of other important issues.
We encourage every member to be vocal in supporting our demand for youto have greater flexibility and opportunity to meet with your union representatives in the workplace.
(c) AO RPI UPLIFT
AO staff, the “RPI Pay Uplift” and pay legal challenge to DCLG
Broadly speaking:
During the past period PCS has been providing legal representation to two DCLG PCS members (“Claimants”) who are claiming unlawful deductions from earnings because of the Department’s decision not to uplift AO pay in line with the contractual entitlement (which DCLG acknowledges) to an increase in salary in line with the Retail Price Index (RPI) measurement of inflation in 2010, 2011, 2012 and 2013.