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May 24, 2009
NO COMPULSORY REDUNDANCIES!
No Compulsory Redundancies! ...Napo and Unison members in South Yorkshire Area have overwhelmingly voted for industrial action on the issue of compulsory redundancies.
Anti-Cuts Bulletin 4
Posted by Hampshire at 02:11 PM | Comments (0)
RELEASE US FROM PUBLIC SECTOR BUREAUCRACY
We need to return to locally available advice based upon a knowledge of the individual rather than inaccessible centralised resources.
"Sir, Libby Purves makes a good point in her criticism of the proposed centralisation of probation services (Opinion, April 6). This change meets the perceived needs of the management structure at the expense of the effectiveness of the service...
Read on
http://www.timesonline.co.uk/tol/comment/letters/article6054309.ece
Posted by Hampshire at 02:08 PM | Comments (0)
May 17, 2009
PROBATION CHIEF RESIGNS
"The confidential report says errors were “a consequence of high caseloads, relative inexperience, and . . . insufficient supervision”.
Read the article:
http://www.timesonline.co.uk/tol/news/politics/article6302065.ece
Posted by Hampshire at 07:55 PM | Comments (0)
May 15, 2009
UNSUNG HERO
Below is an extract from an article about the campaign of Heather Brooke who deserves the bulk of the credit for exposing the dubious practices of MPs' expenses. The reference to the food rule seems from another world but maybe not so far away from our new world in probation. Members may believe that the ECU allowance no longer exists, but you would be wrong. It survives, strangely, as a condition of service. I quote from the director of human resources:
"It is my view that the proposed changes do not constitute a variation to contract because the NNC Handbook will continue to apply. However, the view of the Board is that in the future few roles will require a designation as an essential user..."
So in Hampshire the criteria that was used to determine eligibility, criteria publicly available to all, has been abandoned. Yet by some unwritten process in the future some employees of HPA may well receive ECU. (perhaps on the parking model which is status based) How eligibility will be determined is quite unknown as there will be no policy, no equality impact assessment, nothing, no openness, no transparency. It feels like we are going backwards - to patronage.
"Tomlinson (Barrister) questioned Walker (Head of Fees Office), in forensic detail, about the operation of the fees office and what documentation was required for claims as well as what was being done to verify their probity. Here we began to uncover the extent to which MPs were writing their own cheques.
"There is checking where there are receipts. Where there are no receipts there is no checking," Walker said, adding that, "If it's below £250 then the assumption is that it's going to be reasonable."
At that time, MPs could claim up to £250 without receipts. Tomlinson continued to press for details. There was the "food rule" that allowed MPs up to £400 a month with no receipt. This rule was not written down anywhere and Tomlinson asked how was it, then, that MPs knew about it? Walker replied: "My understanding is that members are well aware. I am unable to tell you how they are well aware of it."
It has taken four years to break the secrecy around MP expenses. Total expenses claimed by MPs, 2007-08: £92,993,748. We now know more about MPs' expenses than we do about our local probation board. There should be transparency all round - whether ECU, or the disbursement of all other payments additional to salaries.
Full article on Heather Brooke:
Posted by Hampshire at 08:43 PM | Comments (0)
May 12, 2009
LEAGUE TABLES
At a recent Napo seminar, convened to discuss redundancies, it was noted that Humberside probation TRUST, one of the high performers, was quick off the mark in issuing redundancy notices. That alone makes you wonder the point and purpose of the mad dash for trust status. The reward for good performance is redundancy. But it’s a heresy to question the push for trusts. Yet when you consider what has happened in the hospital sector no easy correlation emerges between trust status and excellence. One only has to recall Mid Staffordshire: The hospital, run by Mid Staffordshire NHS Foundation Trust, where more than 400 people are said to have died over a three year period – an above average figure - is ‘an example of what happens when the target obsessed privatisation culture takes hold’ (Healthcare Commission Summary Report) We hear that some high flyers in Noms regards trusts as an irrelevance.
So much of what is wrong in probation can be credited to the micro-management that starts off on a sofa in Downing Street and wends its way to the frontline. But alas no micro-management of MP’s expenses claims. We hear that the paperwork on the expenses runs to 1.3 million pages. It would be helpful to have a league table published of the best and the worst.
Back to redundancies: we hear that as recently as early April probation areas and trusts were being given the green light to press ahead with cuts, including redundancies. But then things changed and the recent Joint Statement advisory went out advising areas and trusts to hold fire on compulsory redundancies. We are waiting to hear whether HPA will be heeding the advice.
Members need to be aware that there is no agreed redundancy process in Hampshire. There is one on the personnel database but it is not one agreed with or recognised by Napo.
The probation service will be in the news in a few weeks. There was a serious further offence in the London area and the report is likely to put the spotlight on the functioning of the probation service as an organisation and its effectiveness.
Posted by Hampshire at 06:50 PM | Comments (0)
May 09, 2009
Branch Meeting Minutes
BRANCH MEETING MINUTES
Friday 8th May 2009
• Present & Apologies – In book. Note that meeting quorate.
• Matters of accuracy – Previous Minutes agreed.
Car parking Proposals discussed.
- Acknowledged that a Draft Policy on the HR website and staff have been invited to feedback to HR on the content.
- Napo concerned that the proposed Policy not offered to staff side for consultation prior to putting on database. This indicative of the general lack of consultation with staff by management side.
- Feedback to members on meeting held with HR Director regarding the proposals after the draft published. Napo objected to the proposal due to it being elitist, bureaucratic and fundamentally unfair. Observations regarding the policy made to HR Director. However Napo advised that as this proposal for consultation and not for negotiation then agreement not required. Advised that any amendments may be taken to COMT and an amended version of the proposal could be presented to staff.
- Discussion regarding the elitist nature of the policy – designated role holders all being senior management. During the meeting with HR this justified due perception that senior management’s time is precious and costly in comparison to other staff members.
- Reiterated to members that if staff no longer in receipt of ECU then essentially vehicles do not have to be provided for work. Thus, car parking costs irrelevant.
- Some concerns identified regarding HR Director’s responses to some members who were not eligible for ECU buy out. These staff members have not signed any document agreeing to a change to their contract of employment. Potentially ECU could still be regarded as a code and condition of their employment. Thus, the allowance could potentially be offered to some selected staff in the future. This needs to be clarified.
- Concern raised by some members regarding previous indication that charges to staff could apply for those offices with sufficient free parking spaces. This a form of sub-letting and could have legal implications. However, to date, Napo not aware of any plans to charge staff members for car parking in offices with free parking availability.
Job Evaluation
- Outline of difficulties over the past 12 months.
- continued concerns linked to HPA’s failure to acknowledge joint partnership requirement in JE process; ownership of Panels must be jointly agreed.
- Templates have been withdrawn.
- Untrained panel member is not accredited to sit on Panel contravenes one of the underlying principles of JE process. Agreed with JNCC that she will not sit on Panels until trained appropriately and qualified.
- Have been recent concerns that a union side accredited panel member was not invited to sit on panels. This Union member to contact the post holders involved to outline the concerns and gain their view.
- Dispute was to have been registered at JNCC but agreed to stay the concerns pending future panel activity.
- Napo representatives to sit on future panels.
- It was noted that there is likely to be a great deal of JE activity in the near future due to changes to job roles/new job roles emerging as a consequence of the restructuring.
- Some concerns noted that although HPA management have stated we are not a “top-heavy” area, the restructuring will create more Director posts (from 4 to 6).
- Members advised that if changes to job roles evident they must seek a review of their job role through the JE process.
WMT/Demand Management
- Outline of history of negotiations between management and staff side regarding the WMT.
- Noted that agreement almost achieved then management advised that the SBC Programme indicated changes to the WMT were still required.
- Noted that the SBC Programme initiated to achieve efficiencies. Consequently, Napo felt unable to agree to the WMT due to likelihood that reduced timings and changes to the management of demand could be used to justify a need for fewer staff in the area. Thus, potentially this could be used to justify redundancies.
- Noted that Napo requested a copy of the SBC Programme that was informing management’s WMT proposal. Access to this information was denied, a NOMS directive to management. However, Napo nationally have now gained access to this information and Napo branch officials highlighted the detailing of different report timings that HPA management had not disclosed to staff.
- 4 types of Report detailed in the SBC documentation; Oral/FDR/low complexity SDR/high complexity SDR. No mention of an adjourned FDR.
- Noted that management have agreed to remove DV cases, mental health cases from the FDR targeting matrix. However, concerns noted that there will still be a high proportion of FDRs that will require research and in depth analysis yet staff will not be awarded appropriate time to do this.
- Noted that HPA management recognize that Napo reps have worked hard to develop an effective WMT. However, the proposed WMT is not agreed with the unions. Members need to point this out at WMT Briefings.
- Napo concerns regarding the Demand Management protocol;
• This protocol based on flawed interpretation of the SBC Programme information
• The document was not shared with the staff side prior to planned implementation. Another example of lack of consultation with staff by management.
• This protocol will impact on staffs ability to undertake quality assessments. Concerns noted that SFO’s may not be effectively prevented through lack of time for quality assessments to be undertaken.
• These changes are likely to impact on future inspections.
- Members requested advise on whether to comply with the WMT. Noted that the majority of the information will be taken from Crams, staff members will have little input. However, if individuals are unhappy with timings they should note this on documents to inform management.
- Information on the protocol to be given to members via the website. If members wish for further discussion on this issue they must advise Napo branch officials and an emergency meeting could be convened. Information to request that members make their concerns known to branch officials.
- General discussion ensued on Redundancy Policy. Noted that the current policy has not been agreed with Napo. Request for meeting to negotiate the Policy has been made.
- General discussion on Trust status. Limited information available on what achieving Trust status will mean for HPA. Further information required.
Staffing/Local issues
- Member concerns regarding office closures/premises review.
- General staff anxiety and uncertainty noted with subsequent impact on staff morale.
- Member raised concerns at how their cases being reallocated with little notice and limited information being provided to offenders.
- It is felt that the closures have been poorly managed with little or no structure in place for the changes.
- Concerns noted that there has been significant expenditure on redecorating/refurbishing some offices that are now going to be closed. Inefficient use of finances.
- Concerns noted regarding Phase 2 of the Premises Review. Little consultation during Phase 1 thus concerns that there is likely to be little consultation whilst review continuing.
- Concerns noted that offenders will find it difficult to reach offices that require a great deal of travelling time. Will impact on compliance and engagement.
- Concerns noted that proposed offender travel protocol will also impact on compliance and engagement.
- Concerns noted regarding impact on staff who have to move office, specifically with regard to travel costs and parking charges at new offices. Noted that policy states that there will no financial disadvantage to any staff member who must move office location due to office closures. Thus, members advised to clarify this position with management individually. If there are any concerns, members advised to contact their Napo rep.
Health & Safety
- H & S Rep not present. No Report available. However, some discussion regarding concerns due to the burglary that occurred at London Road office. Poor crime prevention strategy in place. RM was unaware of security measures in place; ie; no motion sensors. Noted that lack of security is a breach of data protection requirements. Member to make contact with H&S Rep who should raise these concerns officially.
Membership Report
- 269 members. Noted that there have been number of requests to join Napo recently. This encouraging in the current financial climate.
Treasurers Report-
Branch balance healthy. Discussion regarding expenditure. Agreed that as funds frequently spent on encouraging members to be part of the union community through social events, union activism and AGM attendance it will be preferable to expect members who agree to attend events and then fail to do so to make a contribution towards the cost. This to deter wasting funds on non-attendees. Signed agreement to be sent to all future attendees of events.
Women In Napo
- Verbal report fed back to members on the success of the Conference. Branch thanks to members of the Organising Committee; Tina Williams, Fiona Lidstone, Margaret Dunne, Dani French.
NEC Report
- Matters for discussion at next NEC (12/05/09);
- Pay settlement – 1st meeting has taken place. Report will be given at NEC. NEC Rep will feed back at next branch meeting.
- AGM – Napo nationally are negotiating for facilities time for all members attending AGM. Noted that many areas already agree to facilities time for AGM delegates as Napo also a professional association.
- Reform of AGM – Discussion ensued on reform of AGM proposals that NEC Rep will vote on at NEC. 3 options discussed;
1. 5% of membership for quoracy
2. No quoracy required
3. Delegate conference
Branch directed NEC Rep to vote for Option 1 – to keep AGM as it is with 5% of membership required for quoracy.
AGM
- Discussion regarding AGM attendance. Noted that previous Motion that members must have attended 2 branch meetings to qualify for AGM accommodation and travel may deter some members from attending.
- Noted that staff rarely have time to attend branch meetings frequently due to workload commitments.
- Concerns raised that some delegates fail to attend all AGM sessions – this must be assured.
- Agreed that options would be explored with a potential Motion to be put to Branch at AGM on 19th June 2009.
- Members advised to contact Branch Secretary if they wish to attend the Napo national AGM in Torquay this year.
Union Social Events
- Members advised to sign up for currently planned events:
- Paultons Park – Sunday 14th June 2009
- Tolpuddle Festival – Sunday 19th July 2009
- AGM – 1st – 4th October 2009
- Request that Members suggest future events for consideration.
Date of next meeting
Hampshire and Isle of Wight AGM; Friday 19th June 2009 at 2pm at Sea Street, Newport, IOW. All welcome to drinks afterwards at a local hostelry.
Posted by tinawilliams at 05:09 PM | Comments (0)
NNC: JOINT STATEMENT
Joint Statement on the Management of Change
1. The Probation Service is facing an unprecedented set of challenges, balancing the need to deliver high quality services with tight budgetary constraints. The National Negotiating Council (NNC) recognises that considerable efforts have been made by its constituent members (the employers, trades unions and NOMS) to address the impact of the financial settlement. All parties to the NNC understand that we are working in a period of significant change and wish to work together to mutual benefit.
2. The NNC is in the process of concluding a Management of Change agreement with the active encouragement of Ministers which will set out the framework within which employers and unions handle potential redundancies. These negotiations are being addressed as a matter of urgency.
3. In order to allow constructive discussions of a Management of Change agreement, Boards and Trusts are asked to refrain from issuing notices of compulsory redundancy ahead of NNC agreement of the Management of Change agreement. This does not apply to any plans or progress to implement voluntary redundancy or early retirement schemes.
Napo letter
Download file
NNC letter
Download file
Posted by Hampshire at 03:19 PM | Comments (0)
WORKLOADS
Whenever this government is challenged about probation cuts it bangs on about an alleged 70% increase in real spending. We know of the money wasted on Noms HQ, bloated salaries and failed IT systems. The fact is spending has not kept pace with demand and that is borne out by the chief inspector of probation (see below)
Meanwhile in Hampshire a staff care and workload tool will be imposed. Napo could not agree to the proposals – they are against the interests of our members. The tool will be used to justify higher workloads and caseloads, under the guise of bogus objectivity. The principles underpinning the model have already been breached before it’s even rolled out! (see other notes on workloads)
Demand management in HPA will mean forcing you to do more with less. There will be fewer staff but the workloads will rise remorselessly and no doubt you will hear it said ad nauseum that you are lucky to have a job. There is no courage in probation to be honest about the shortfall between supply and demand. The solution is to degrade the service we provide (the phony FDRs as an example) and carry on performing. Never mind the quality, feel the width. Imagine telling a surgeon that instead of doing, say, three operations daily, six will become the new norm – the new timing. This comparison is not unrealistic – it’s not only surgeons who make moves that can prevent unfavorable outcomes – you have only to be on the receiving end of a serious further offence inquiry to know that time to do the job matters. So the probation response to diminishing human resources is to demand that that you work harder and faster, quicken the treadmill.
This is what the new workload tool will effectively do – and it will be tweaked here and there to accommodate cost-cutting to maintain the illusion that it’s all honky - dory in probation land. And because its ‘objective’ it can’t lie, can it? As Groucho Marks once said: Who are you going to believe, me! or the evidence of your own eyes?”
We need to hear from members on this subject. HPA is arranging briefings on its new model. We will discuss further at the next branch meeting. We have options to consider. Do nothing? Or consider forms of actions open to us?
"Probation caseload has risen by 52% under this Labour government" – Jack Straw (2009)
“Her Majesty’s chief inspector of probation, Andrew Bridges, makes reference to overload. On the number of cases per offender manager, Mr. Bridges said that there is a “range in different places and in different circumstances from around 25 to 70, with the higher caseloads often exacerbated by the freezing of posts as some Chiefs have resorted to this approach in 2006/2007 to avoid overspending. The combination over several years of increasing numbers of cases per officer, and increasing expectations about what is required to be achieved with each case, has made increasing demands a genuine part of the syndrome of squeezed capacity.” In conclusion, Mr. Bridges says that “it is clear to us that when the costs of new work, new requirements and new infrastructure have been taken into account, resources have in practice still not kept pace with the increasing demands” (Public Bill Committee Debates, 2007)
"In 2001 what was a locally managed service changed into a national one with a national directorate. Immediately, costs escalated. The 70 civil servants in Whitehall who dealt with finance and policy suddenly increased to about 500. After a non-merger with the Prison Service a new National Offender Management Service, NOMS, acquired a staff of at least a thousand, but posts appear and disappear with such rapidity it is doubtful if we know how many there are." (Martin Wargent, former chief executive of probation boards association)
Inmates work the treadmill at Preston Prison in 1902. Forty-four prisons in England adopted it as a form of hard labor that could also grind grain.
In Reading prison the treadmill’s exhausting, mind-numbing futility was credited with the final destruction of Oscar Wilde.
Never took off in America where the chain gang was more popular.
Posted by Hampshire at 11:36 AM | Comments (0)
COMMUNITY PAYBACK - COURT JUDGEMENT
A man who refused to carry out a community order while wearing a high visibility jacket had a reasonable excuse, a district judge has ruled.
The judge said the rule to wear the vest was introduced three months after the defendant signed his agreement.
http://news.bbc.co.uk/1/hi/england/8034208.stm
Posted by Hampshire at 09:43 AM | Comments (0)
HUMBERSIDE PROBATION TRUST
“82 per cent. of those redundancies falling on front-line staff—probation officers and probation service officers…
I was especially shocked to hear that 11 trainee probation officers will have no posts to go to. That is not only a personal tragedy for those individuals, but a terrible waste of the money that has been spent on training those staff. I am also told that case loads for existing staff will increase—in some cases, from an average of 40 to triple that amount.” Mr. Elliot Morley (Scunthorpe) (Lab)
“Trade union engagement nationally and locally is also important to ensure that staff are treated fairly. The Government are doing all that we can, and I have encouraged engagement nationally, with NAPO and Unison, to ensure that positive work is undertaken through the national joint negotiating council.” The Minister of State, Ministry of Justice (Mr. David Hanson)
Read the full debate:
Posted by Hampshire at 09:34 AM | Comments (0)
May 07, 2009
PROBATION CUTS
This is extracted from bulletin 3. A motion that would elicit sympathy throughout probation areas as the objective would no doubt be commonly shared. A matter for discussion at the next Branch meeting.
"South Yorkshire Ballot for Action Meanwhile in South Yorkshire Napo has joined Unison in balloting members to support strike action in pursuit of a no compulsory redundancy agreement. The ballot statement reads: ‘Napo has voiced opposition to any job losses from all grades of staff within the Service on many occasions. We believe that all jobs in the Probation Service are paramount in maintaining a Service that is fit for purpose and delivers on local needs in relation to public protection and reducing reoffending."
Latest Anti - cuts Bulletin 3
Posted by Hampshire at 02:57 PM | Comments (0)
May 06, 2009
FIGHTING CUTS
This is a message from Humberside posted on the Napo website. It shows what can be achieved through organised action.
"Hi People, As the Napo website is way behind with up to date info, I thought I would enlighten you all to what has happened in Humberside. We had all been issued with "at risk of redundancy" notices. 13 po's, 29.9 pso's were all going to be made redundant, along with a few spos and 1 area manager and the tpos had all been told there would be no jobs for them. Requests for voluntary redundancies and reduced hours were sought, but it looked grim for the psos. However, the LOCAL Napo and Unison united and motivated people to write to their mps,local press and tv, councillors, business people, court staff (the magistrates hadn’t been informed) etc. We were told compulsory redundancies would definitely go ahead, whatever happened, and this would be based on all periods of sickness, competencies, disciplinaries etc, and we would be told the first week in June who was going and then they would have to work their 3m notice alongside colleagues who were staying! Because of the sterling work done by our LOCAL Napo and the unison branches, Humberside was debated in the house of commons last Wednesday, and on Thursday we had an e mail from our chief to say their would be no redundancies this year. So to everyone out there, spread the word, YOU CAN MAKE A DIFFERENCE and don’t give up…and the tpos have been told there will be jobs for them albeit short term contracts to begin with."
Posted by Hampshire at 03:12 PM | Comments (0)
May 03, 2009
CHANGING WORKLOADS
Napo was unable to reach a local agreement on workloads. HPA is planning to impose one. The unions were prepared to continue negotiations and the reasons for the breakdown have been set in earlier notes (see April entries)
We have now had sight of the Noms SBC document that the 70/30 reports split is based on. What we did not learn locally was that there are two types of SDRs – a ‘high complexity’ and ‘low complexity’. The time allowance for the high complexity is around 9 hours and 6.50 for the low complexity. These differences are based on national research and reflect the time and effort that goes into report preparation across a range of cases.
There are only two other types of report that are nationally recognised – the FDR and Orals.
HPA are imposing a ‘homegrown’ FDR which is essentially an SDR by default. No research has been produced to show how cases that would previously have been done as SDRs can be done responsibly as FDRs. It has been put around that Napo opposed increased timings for these default SDRs. The offer from the management side went as high as 3 hours. Refuse we did. We were not prepared to pluck figures out of thin air. We have constantly asked for evidence to support any new timings – evidence on a par with that which Noms has published in relation to low and high complexity SDRs. It is unlikely there will ever be any local evidence to support expectations on the management side that a default FDR can be produced in 2 to 3 hours. According to Noms benchmarking, with a low complexity SDR there should be an allowance of 30 minutes to read the CPS papers, 90 minutes to interview; then four and a half hours for report preparation, composition and completion of all associated administrative tasks. These are figures based on research that examined what was actually involved in the report writing task.
Basically what is deemed a 'low complexity SDR' nationally is being called an FDR by HPA.
Probation Circular PC12/2007 was the leading guidance used for sifting reports into Orals, FDR and SDR categories. There was a very useful targeting matrix attached to that guidance. In that guidance it was emphasized that ‘public safety must be at the heart of decision making’.
The HPA targeting matrix that has replaced PC 12/2007 is, in contrast, shallow and unsupported by considered guidance. It appears that an obsession with meeting targets is at the heart of its decision making. Thankfully HPA had second thoughts on undertaking domestic abuse cases as default FDRs, but there are areas such as violence and hate crimes where there is no evidence that public safety is at the heart of the local targeting matrix. Unfortunately members are going to be subjected to unreasonable workload demands.
HPA have dropped the word ‘agreement’ from the proposed staff care agreement and substituted ‘protocol’ to reflect that it has not been agreed with the unions. We don’t know if they have amended their protocol, but the former proposed agreement was supposed to be based on a number of principles. One of particular and topical relevance to court reports was:
"Confirmation that if new tasks are to be assigned to individual members of staff, clear designation of the amount of time to be allocated to those tasks and clarity as to the demands which will be relinquished to accommodate those new tasks will be provided, in advance of their implementation."
The timings are critical – in terms of staff care. Yet work to validate timings has not been undertaken. The extra work just gets piled on. ‘Staff Care’ – whether agreement or protocol - becomes a contradiction in terms.
WORKLOAD HOURS
These were the sums used in calculating the original national Workload Measurement formula; their use in SBC confirms that when measuring workload, staff time cannot be 100% of 150 or so hours per 4-week period. Available time for casework (including reports) is what is left after the averages for leave, training, sickness absence, etc. are reckoned in – and then a further 16% is deducted to account for “non-case related work”. In fact - for example a PO - rather than 150 hours, the available time for casework turns out to be 106.5 hrs. per month, as demonstrated by these “cautious” (to quote NOMS) statistics.
Posted by Hampshire at 03:19 PM | Comments (0)
NAPO'S GEN. SEC. WRITES...
May Day celebrations
It has been an eventful week and, for once, there is some silver lining in the cloud hanging over the Probation Service.
Two emergency debates took place in the Commons this week. The first related to accommodation issues and cuts in Thames Valley. The following day a discussion about cuts in Humberside was prompted by MPs in Hull. David Hanson, Minister of State for prisons and probation, responded with some positive indications of a re-think in NOMS.
But what are we to make of this comment by Mr Hanson? 'Indicative budgets have been set for each probation area and have been issued. However—this is important for my right hon. Friend to recognise—the director general of the National Offender Management Service has now made it clear that the indicative probation budgets were issued without the knowledge or approval of Ministers, and so have no authority, as there is no comprehensive spending review settlement for 2011-12 onwards. Therefore, there cannot be any accurate indicative budgets for any area of Government spending beyond that period.' The sound of senior officials' jaws dropping must have been audible all across Whitehall!
Interestingly, the Chief Executive in Humberside has since written to staff withdrawing the announced compulsory redundancies and indicating that TPOs, who had been told there would be no jobs for them, now have some hope of employment.
Congratulations to Humberside branch for their work to achieve this. And best wishes also to South Yorkshire branch which commenced an industrial action ballot this week as part of its pursuit of a no compulsory redundancy agreement.
This is just a start of course but it is encouraging for all of us who care about the future of the Service. Much more is going on behind the scenes and we will continue our campaign with added vigour.
My very best wishes and solidarity to all on this sunny May Day.
Posted by Hampshire at 01:20 PM | Comments (0)