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July 30, 2009
“Probation in Meltdown” Workload Campaign – 2009: Advice on Time sheets and TOIL
1. Why TOIL? Why time sheets?
You worked it! Claim it back!
Time sheets will help you account for how you spend your time at work.
Time Sheets will enable you, through accounting for your time at work, to identify any time spent working over your 148/150 hours per 4 week period, so that you can claim this time back as Time Off in Lieu (TOIL). And if you are not able to take the TOIL, you can request payment instead!
The information below will show you how to do all this, step by step.
Time Sheets first came into being in 1991. They were part of a historic deal when for the first time the hours of work and the corresponding expectations of Probation Officers and Probation Service Officers were defined in terms of core hours and “unsocial hours”. There are some variations, but in most Areas, core hours amount to 150 hours in 4 weeks for POs and 148 hours per 4 weeks for PSOs.
Time Sheets are used to record your hours at work and any hours in excess of the agreed number. Time Sheets are an essential component of any provision for your workload protection. You are contracted to work 150/148 hours in 4 weeks and this is all that you are paid for. If you work in excess of this, then you are working for no pay, as well as being at risk from work overload.
2. Where are Time Sheets?
Time sheets should be readily available in all workplaces. If they are not available, ask your line manager to provide them. If you have any problems obtaining them, contact your local rep.
3. When do you fill them in?
Time sheets are filled in every day - it will take you less than a minute. Each time sheet covers a period of 4 weeks which is often standardised across the whole Area. Add up your hours at the end of each week. At the end of 4 weeks when your Time Sheet is full, just do the additions. This will take a total of a few minutes only.
4. How should they be used?
The time sheet reflects the fact that PSO members can claim over-time at different rates for working in different Time Bands. This is no longer the case for POs, who will simply enter their hours worked (PSOs claiming overtime rates will fill in the appropriate hours in the respective Time Bands – see 7.9 below).
You might request that an electronic Time Sheet be made available by your Area.
You need each day to fill in:
- Date/day
- Start time
- Finish time
- Break times
- Total Breaks
- Total Worked for that day
At the end of each week, add up the total for that week. At the end of the 4 week period, add up your total hours worked. Add on (or subtract) any time carried over from the last 4 week period. This gives you your total for the current 4 week period. Take away your contracted hours of work (150 or 148) and this will give you the number of excess hours you have worked, if applicable, which will then need to be carried over onto the next Time Sheet.
5. Why use a time-sheet?
Because of accountability and protection against excess workload.
Napo would advise all members to complete timesheets without fail. They do not solve workload problems but they do offer you protection in a number of ways, particularly when used together with a comprehensive diary and workload measurement records, where applicable.
*They record your contracted hours and so demonstrate your accountability.
*They demonstrate if you are being required to work excess hours as a result of your workload - this can be important if you raise issues about workload related stress or work-related illness.
*They demonstrate the level of workload that needs to be taken into account if any questions arise about your capability or if you are involved in a Serious Further Offence Enquiry.
More Reasons Why!
If you have worked over your contracted hours you do have a right, under the NNC Codes & Conditions Section A5, signed off in 2006, to take time off in lieu (TOIL) for excess hours that you have not been able to reclaim within the 4 week period. Or if that is not possible, you can ask to be paid for these hours instead.
Here is the relevant section of the Codes and Conditions:
Work in Excess of Contracted Working Hours
7.8 “Full time employees up to and including Pay Band 3 who work in excess of the normal working hours will be compensated by time off in lieu or, where this is not possible, excess hours payments. Time off in lieu of excess hours payments will be at plain time. In order to attract time off or excess hours payment, work in excess of normal working hours must have the prior approval of the appropriate line manager”
7.9 For staff up to and including Pay Band 3, there will be a single harmonised rate of time-and-a-half for all excess hours worked with the exception of work on Sundays and Bank and Public Holidays, which will be paid at double time.
7.10 Staff in Pay Bands 4-6 who work in excess of the normal working hours will normally be compensated by time off in lieu. Alternatively where this is not possible within a reasonable period, and subject to prior management approval, payment will be at plain time.
7.11 Excess hours payments will be based on the hourly rate provided by basic pay.
7.12 The excess hours payment applies where, subject to prior authorisation by the appropriate manager, the hours claimed are worked in excess of full-time hours, unless time off in lieu is granted.
7.13 Part-time employees receive payments for any additional hours at plain time rates unless and until their hours exceed the normal working hours.”
**IMPORTANT INFORMATION
However, in order to be able to claim TOIL or pay for excess hours, members do need to have the prior approval of their manager.
So, we advise the following steps:
Step 1:
Keep track of the hours you are working as you progress through the 4-week period.
Step 2:
If it becomes clear (say in the third of the four weeks on the timesheet) that you are going to exceed the 150/148 total – inform your line manager of this situation as soon as possible.
Step 3:
At this stage make sure that you get prior approval for any further excess hours worked.
Step 4:
At the end of the 4-week period – let your line manager know the number of hours that you have worked in excess and submit a claim for TOIL, with a suggested time/date.
Step 5:
If you are told that this time/date is not possible, ask for your manager’s advice on when the TOIL can be taken within a reasonable period (usually defined as within the next 4-week period)
Step 6:
If the time cannot be taken within a reasonable period, then instead submit a claim to be paid for these excess hours.
The required forms should be available in every office. If you are unsure of which forms to use please contact your local rep for any of the following:
a) Standard Form 1
to let your line manager know that you are likely to be working in excess of 148/150 hours in the current 4–week period.
b) Standard form 2
asking for prior approval to work any additional excess hours.
c) Standard form 3
asking to take TOIL at a suggested time.
d) Standard letter 1
asking for advice on when to take TOIL if your requested time is not possible.
e) Standard letter 2
asking for Pay in lieu of TOIL if no advice has been received as to when the time can be taken within a reasonable period.
Posted by tinawilliams at 07:31 PM | Comments (0)
July 21, 2009
NAPO ANTI CUTS CAMPAIGN - BULLETIN 7
Cumbria branch right to speak out
Napo was outraged to learn at the beginning of July that our Branch Chair in Cumbria had been suspended and threatened with disciplinary action. His offence? Writing to local MPs highlighting the impact of the proposed cuts in the probation budget on the area’s workforce and its ongoing application for trust status. In other words taking the sort of trade union action currently being taken by every other branch in the NPS.
Napo’s response was immediate with the matter being raised directly with Jack Straw at Napo’s monthly meeting with the Justice Secretary. Legal advice was taken and a national rep appointed. Happily, the area quickly recognised its error and the threat of a disciplinary investigation was withdrawn and the suspension lifted within a couple of days.
The General Secretary has written to Cumbria’s Chief Officer condemning the area’s behaviour and seeking assurances that such unacceptable treatment of a union officer undertaking their trade union duties will not be repeated in future. The letter has been copied to the Justice Secretary and all MPs in Cumbria have been advised about these developments.
More Management of Change
The Joint Secretaries met with local representatives in Sheffield on the 2nd July to discuss South Yorkshire job cuts. The number of threatened compulsory redundancies was eventually reduced from 10 to 1 to the general satisfaction of all parties. The local Napo and Unison branches are deciding their position on the currently suspended industrial action.
A proposed Joint Secretaries’ intervention in Gloucestershire has been postponed as the number of redundancies is being revised substantially downwards. A meeting is due to take place in Avon and Somerset in August as the area embarks on a period of reflection.
MPs hear more Probation evidence
Napo members from Southern and North Thames region branches and London attended the second Probation Evidence Session at the Palace of Westminster on 15th July.
The meeting was moved from the House of Commons to Millbank at the last minute, because of parliamentary business, and this adversely affected MPs’ attendance. Nevertheless, half a dozen MPs did manage to make it to the meeting to hear about the extent and effect of the cuts across the regions.
Staff from Suffolk reported that management felt the service was no longer viable and that it would have to merge with Norfolk.
Staff from Hampshire and Kent reported a steady stream of office closures to keep within budget.
Reps from Chiltern Counties branch told MPs that the time spent with individual offenders was 15 minutes a week or less.
Maria Eagle, the new Minister, attended for the last half hour of the session, and heard from London branch of the problems of lack of staff, stress and heavy workloads. She seemed under the impression, presumably from London management, that problems were not as bad as described.
She also seemed surprised when told of the pressures on individual staff, particularly those who had been involved in the Sonnex affair last year, and the continuing problems.
Future meetings are planned with Maria Eagle and Jack Straw over the future of TPOs and the inability of the service to manage its workload in the future.
TPO Protocol
Napo used the most recent meeting with the Justice Secretary to once again highlight the scandal of qualifying trainees being unable to find work in the Service. We stressed the need for central action. This message was reinforced by a Napo Northumbria delegation meeting with Jack Straw the same week that included a recently qualified TPO.
The MoJ responded within days by issuing a draft protocol for a regional ‘clearing house’ system and invited union comments. The proposal suggests ways areas might ensure a range of employment opportunities are made available to TPOs including within NOMS and also with other agencies such as Social Services and third sector providers.
Napo has cautiously welcomed the initiative but stressed the continuing urgent need for more resources now in the Service to ensure that as many TPOs as possible are employed as probation officers. This will reduce the risk of losing highly skilled staff and the need for the proposed alternatives in the Protocol many of which are yet to be tested or agreed.
Posted by Hampshire at 03:13 PM | Comments (0)
July 20, 2009
REDUNDANCIES: RESPONSE TO CONSULTATION
NAPO’S and UNISON’S RESPONSE TO HPA’S ‘CONSULTATION PAPER ON MANAGEMENT RESTRUCTURE ARISING FROM MOVING TO A LOCAL DELIVERY UNIT STRUCTURE WITHIN HAMPSHIRE & NOTIFICATION OF MANAGEMENT RESTRUCTURING AND POTENTIAL STAFF REDUNDANCIES.
APPROACH TO CONSULTATION:
1. Napo first discussed the consultation document on the 2nd July (we received the papers on the 29th June) with a closing date for responses by 20th July, allowing just twelve working days for consultation with our members. Although there are fifteen references to the word ‘change’ in the document, none of these refer to the ‘management of change protocol’ nationally agreed between the employers and the recognised trade unions. The protocol was published at the end of May. We believe the protocol should be at the heart of HPA’s deliberations and we trust there will be a clear statement that this will be the case in the future.
2. The protocol at 4.2 says:
‘Full and meaningful consultation will take place with trade union representatives, and the period of consultation should exceed statutory requirements whenever information can be provided at an earlier stage.’
We cannot equate the short consultation period with ‘full and meaningful’ despite HPA pledging a minimum 30-day consultation period. Section 10 in the protocol is also quite specific on individual consultation:
“Individual consultation with employees is essential. If such consultation is not carried out, any subsequent dismissal will almost certainly be unfair.”
HPA has been carrying out group consultations over a 12 – day period. In line with the protocol all staff should be provided with individual consultation as was offered to all those staff who had initially refused the ECU buyout offer and who were not actually facing a potential redundancy.
3. At 4.5 in the protocol it says:
‘The results of the consultation with the recognised trade unions, including any representations made by the trade unions, will be considered by the board or trust prior to any final decision. A formal response to the trade unions’ representations will be made.’
4. The HPA consultation document is ‘restricted’. We do not see how it is possible to have full and meaningful consultation under such a constraint. The document is about a restructure and potential redundancies. This needs to be in the public domain. Disclosure of this document does not breach individual privacy. Much of the document is now common knowledge within HPA, though for the majority of members this knowledge is second and third - hand. Information spread in this manner adds to misunderstandings and uncertainty.
5. Furthermore, the contents of the documents are now being referred to in notes to staff about other ‘restructuring’ that may need to happen in respect of programme delivery with meeting dates already set out. These activities are spreading anxieties about other potential redundancies or redeployments. The unions should be formally consulted even when redundancies are being contemplated which appears to be the case in programmes. We ask the board follow the processes and procedures set out in the protocol.
BUDGET
6. We have received a summary of the financial plan for 2009 – 13. The plan which was apparently prepared in April, anticipates between a 20 – 26% cut in the budget over that period. In the consultation paper on travel allowances, that was published last October, there were assumptions based on a deficit being in the region of 13% by 2011 -12. This 13% (3.25million) deficit was equated to ninety-three full – time posts.
7. The restructure proposals appear to be more about the need for ‘efficiency savings’ than local delivery units. It’s the falling budget that is driving this process, not the other way around. The language of, for instance …creation of efficiency savings…means job losses. To assert that somehow performance and workloads will weather these losses suggests hope over expectation. There needs to be a searching risk assessment of the likely impact.
8. We require more information about HPA’s financial situation. We are aware there has been work undertaken on workforce planning. We formally request that the board provide the trade unions will full and detailed information on workforce planning for the 2009 – 2013 period, given that ‘staffing efficiencies’ are expected to account for 3.5 million which must equate to at least one hundred full time posts. In the financial plan at 2.8.1 it refers to detailed staffing implications and says £415k for potential early retirement and redundancy are incorporated in the 2010 – 11 budget. We request sight of this detailed information contained in the ‘organisational development plan’.
“ Trade unions should be fully involved in current and future workforce planning and consulted where the plans impact on the number and deployment of staff employed” (Protocol 3.2)”
9. There are references to ‘income generation’. New money coming into probation will help to protect probation posts and an example given is delivering IDAP in local prisons. This would generate income and protects jobs. However, to argue that transferring the supervision of unpaid work to local councils generates income is disingenuous, no matter how it is ‘badged’. This is cutting the jobs of unpaid work supervisors and then calling it new income. By this logic you could cut the jobs of two directors and generate a considerable sum of money. We ask that there be clarity about what actually qualifies as income generation and, as in the IDAP case, it must mean new money, not income generated from cutting jobs. Does this outsourcing of work to councils fall within the TUPE arrangements?
RESTRUCTURE
10. In the first round it is proposed to reduce management posts by 13.2 posts. The lowest management grade, assistant resource managers, who account for 12 posts, will not feature in the new structure. We note there are also two non-operational management posts being created at the grade of director. There will also be a communications posts and a business change manager at an indicative pay band 6. We see frontline operational manager posts going whilst non-operational roles are either increased or protected. In paragraph 7, 5 it says:
“The posts of Director of HR and Finance are critical to the successful implementation of Probation Trust status. Hampshire has a well developed HR and Finance infrastructure, which would enable it to provide services to other Probation Areas as part of a business growth strategy”
The critical value of these two posts is a judgement. It is unclear what is meant by ‘well – developed’ and how these functions overall, including IT support, compare with other probation areas. The view that these two non-operational functions will contribute to a ‘growth strategy’ appears assumptive. The performance figures over the past eighteen months have demonstrated the effectiveness of operational staff. What evidence is there that the support services have performed to the same degree? It appears that these support services are currently being ring-fenced from efficiency savings. No actions planned until at least 2011. In our view there should be cogent evidence provided to underpin the performance and value for money of all grades in all the support functions.
“Probation needs good management and excellent leadership but we have to make sure that the costs of this are proportionate and not at the expense of front line delivery.” (Minister for Justice, Napo AGM, 2008).
Why is the offender management function – the frontline service – bearing the brunt of these ‘efficiency savings’? This is not consistent with prioritising frontline services. The creation of two director posts and other high band posts sits oddly next to other jobs disappearing though ‘efficiency savings’.
POTENTIAL REDUNDANCIES
11. The decisions on the restructure were taken by the board in May and followed a month long consultation period. This present consultation is about the potential redundancies arising from the restructure.
12. Napo and Unison have not agreed the current HPA redundancy policy though the earlier redeployment policy is agreed. The redeployment policy states that the redeployment period should last for six months which is a longer period that that being planned for those who may be made redundant in September. HPA anticipate compulsory redundancies. The redeployment policy makes it quite clear that if a redeployment results in a member of staff moving to a lower grade their existing salary will be protected for three years. The policy says:
“In cases where the offer of a lower grade role is the only feasible option, pay protection will apply in these circumstances for a period of 3 years.” (para 12).
This could not be clearer and we trust the board will honour this policy. We make this point because HR director is reportedly challenging pay protection rights.
13. With regard to the role matching work we request information on the method being used and the qualifications of the panellists. The job evaluation scheme in Hampshire is not in compliance with the regulations that govern the scheme. This increases the risks of unfair outcomes. The board should ensure the scheme is compliant in relation to new posts and job reviews.
14. There is no mention of an appeals procedure as recommended in the management of change protocol – Annex A.
15. There is reference at 10.2 to an Equalities Impact Assessment at Appendix 3 but there is no Appendix 3 and 4 in the document. We wish to see the full EIA.
16. There needs to be agreement on selection criteria. We believe there is a place in the selection criteria for consideration of the ‘first in last out principle’. You could have a situation where an applicant has had exemplary attendance for twenty years but some sickness in the past two years. Why should sickness absence over two years be weighted and scored and not, say, eighteen years of good attendance? Long service should be respected – and counted as part of any selection process. There is also an argument with sickness absence for averaging it out over length of service. And why does sickness need to be part of the selection criteria in Hampshire when it’s not a criterion in other areas? The selection criteria need to be formally agreed.
17. It is not clear whether all avenues have been exhausted to avoid compulsory redundancies. There seems to be a limited set of options in the document when there are other options that could be explored. Two to three years ago the chief officer, when the finances were less dire than present, invited staff to apply for unpaid leave, flexible working and so forth. That appears to have stopped and in recent times staff have been refused unpaid leave beyond three months. The public policy advisor to the chartered institute of personnel and development (an HR organisation) suggests that wage bills can be managed more imaginatively in the public sector. He referred to an initiative by BT which allowed employees to opt for part-time working or take a year’s holiday, arguing that such schemes particularly appeal to older and younger workers – even during times of recession. So, have all the options been exhausted?
MANAGEMENT OF CHANGE PROTOCOL
18. The timescale is far too tight: some staff reeling from the worries of having to reapply for their jobs, the risks of failures, the trials of redeployment and the anxieties of compulsory redundancy. We seek a commitment from the board that there will be full compliance with the management of change protocol. This means that there will be no compulsory redundancy notices issued until there has been a period of reflection, including discussions with national employers and trade unions so that all are satisfied that every sinew has been stretched to avoid compulsory redundancies. The framework for the period of reflection is set out – page 3, MoC protocol, which states:
5.1. The period of reflection takes place when boards/trusts reach a critical stage in their workforce planning and realise that they may need to issue compulsory redundancy notices. The period of reflection enables:
all parties to take stock/review action taken to date to avoid compulsory redundancies and an opportunity to look at any further action that could be taken to alleviate the situation (including addressing any barriers).
5.3. Boards/Trusts should notify the NNC Joint Secretaries by email at least 6 weeks before they are planning to issue compulsory redundancy notices to enable the period of reflection to commence. The DOM should also be made aware of the intention to issue notices of compulsory redundancy. The period of reflection can run concurrently with statutory periods of consultation and does not replace the requirement to consult with trade unions locally.
5.4 The period of reflection will take the form of meetings between the following stakeholders:
• Board/Trust
• Recognised trade unions
• NNC Joint Secretaries
• DOM
5.5 The meetings will be chaired by the NNC Joint Secretaries and will refer to the guidance at Annex A.
19. We note there may be an offer of enhanced redundancy payments which would be a significant improvement on statutory levels of pay. However, we would request further information as to why early retirement packages have been ruled out. On what assumptions and figures is the ‘not affordable’ judgement based? Why does the financial plan refer to money put aside for early redundancy payments and yet it’s ruled out in another document?
20. We need to ask this question because of a lack of information being made readily available to the unions. We need figures that set out HPA’s spending plans. Given that there are inevitably going to be further notifications of redundancies, we believe that HPA should demonstrate openness and transparency. It should be clear where the money is being spent. The board should disclose their spending on the trust application, expenses, honorariums, etc. All spending plans, priorities and workforce planning information should be published on the intranet. This way all staff can see the shape things to come and plan accordingly.
21. In matters of this importance the unions expect ‘full and meaningful consultation’ which has not occurred hitherto.
22. In making this submission to the consultation the trade unions do not accept the deadline of 20th July as final and we trust we can thereafter work within the framework set down in the management of change protocol.
END
Posted by Hampshire at 11:32 AM | Comments (0)
July 19, 2009
SWINE FLU PANDEMIC
Guidance published by the TUC
Link to NHS Direct
http://www.nhs.uk/AlertsEmergencies/Pages/Pandemicflualert.aspx
There were an estimated 55,000 new cases of swine flu in the UK last week, and 29 people have died so far. Read the latest official advice to help protect yourself and others.
The under-5s and 5-14 year olds are the age groups predominantly affected
The majority of cases continue to be mild with 26 deaths in England to date (three in Scotland)
GP consultations for flu like illnesses in England last week exceeded the peak level reached last winter
There are 652 patients hospitalised with swine flu in England
The launch by the end of next week of the National Pandemic Flu Service (a dedicated website and call centres that will quickly tell you if you have swine flu, without the need to contact your GP)
There have been 589 deaths reported worldwide.
The risk profile of the virus is still being studied but it is already known that certain groups of people are particularly vulnerable. These include:
• Patients who have had drug treatment for asthma in the past three years
• Pregnant women
• People aged 65 years and older
• Children under five years.
• People with chronic heart disease
• People with chronic kidney disease
• People with chronic liver disease
• People with chronic neurological disease
• People with immunosuppression (whether caused by disease or treatment)
• People with diabetes mellitus
(Information from NHS Direct, 17/7/09)
Posted by Hampshire at 10:51 AM | Comments (0)
WHAT'S HAPPENING IN CAFCASS?
July 18, 2009
Say it ain't so, Joe
What is going on in Cafcass? I ask this question as a result of recent conversations with members in the organisation who talked about a developing culture of bullying and oppression as part of the increasing focus on individual performance.
Interestingly the members came from practitioner and management grades. Whilst Cafcass rationalises its approach as ensuring the safeguarding of children, the reasons identified by the members are somewhat different. They highlight OFSTED and its continuing negative assessments of Cafcass, the continuing rise in public law cases post Baby Peter in Haringey (which is having a knock on effect to private law workloads), and a senior management group running in fear for their own jobs passing the pressure on to their already hard pressed staff.
I had an exchange with the Cafcass Chief Executive last Christmas in which we discussed terminology in the context of OFSTED. I gained the impression that the use of the word 'inadequate' would not be used in internal inspections. Sadly I still hear reports of experienced and respected colleagues having their work rated as inadequate by the alarmingly enthusiastic internal inspection staff charged with driving up performance. There is also menace in the unsubtle warnings given to staff who are caught up in these processes.
I am wary of making exaggerated historical connections but the persecution of liberals and left wingers during the McCarthy era comes to mind. Those driving this behaviour would be wise to remember what happened to the paranoid senator. We are watching the situation and will be holding the organisation to account.
Jonathan Ledger, Napo's General Secretary
Posted by Hampshire at 10:39 AM | Comments (0)
July 14, 2009
WORKLOADS: WHEN TIMINGS DISCONNECT FROM REALITY
".... some [care] services are so appalling that agency care assistants helping people at home are given only 15 minutes to get someone out of bed, bathed and dressed and only two minutes to take them to the toilet, with no travel time between clients. In one case a carer could only keep to the timetable by feeding an old person who was sitting on the toilet."
http://www.guardian.co.uk/commentisfree/2009/jul/13/elderly-care-policy-britain
Posted by Hampshire at 07:40 PM | Comments (0)
MILES OUT
It is quite appropriate to review these travel costs.
However, to say that 5 miles is reasonable or realistic is debatable. The user group consulted as part of the equality impact assessment (EIA) thought 3 miles was a fairer expectation. Difficult to see how those offenders with several appointments on different days will cope with marathon type walks. Must also wonder how a tier 2 will value a 15 minute workload - timed contact in the context of a 10 mile round trip.
The EIA affords scope for discretion and members need to be aware of the various circumstances that override the five mile rule.
Hampshire area is urban and rural. Many rural roads do not have pavements. On the Isle of Wight, for example, the towns are connected only by roads – many with the national speed limit of 60mph. It is dangerous enough in the daytime to be a pedestrian, and doubly so during darkness. It is difficult not to conclude that there will be added risks. We have asked for a risk assessment.
Ten percent of the probation caseload are female. How safe will walking during the hours of darkness be? It can be dark by 4.00pm during the winter months. Safety is a diversity issue.
Posted by Hampshire at 12:20 PM | Comments (0)
OFFICE CLOSURES
Napo held a meeting with management on the 7th July 2009 to discuss the office closures currently being implemented across the county. It appears that due to inconsistent approaches by managers in different locations there is confusion among staff regarding the processes and procedures involved in changing office locations. However, a standard procedure has now been agreed. For staff in any office subject to closure the consultation process should be as follows:
1. A Group Meeting with all staff members affected and union representatives. This will enable staff to voice any concerns and issues in a group forum and gain specific information regarding the timetable and arrangements for closure of the specific office.
2. A questionnaire will be sent to affected staff to enable preferences to be noted and individual issues to be raised. Any issues regarding disability, travel, childcare, role etc should be noted at this stage.
3. Notification of allocation will be given to staff members by Line Managers. Any staff member with concerns regarding their allocation should request an individual consultation with their Lime Manager to discuss the issues.
4. Individual consultation with Line Manager if requested. Any staff member who feels that their concerns have not been dealt with appropriately should request further consultation with HR staff.
5. Individual consultation with Line Manager and HR Advisor. At this stage, further options will be explored. These further options could include redeployment and redundancy.
Management confirmed that staff would not suffer financial detriment due to any office relocations, citing the NNC codes and conditions including; any travel costs in excess of that which was required to reach the previous office location, will be reimbursed. This financial allowance will be protected for 4 years whilst the staff member remains in the relocated post.
However, management refused to acknowledge the impact of car parking costs on staff and failed to regard this as an incurred extra financial burden. Management maintained that they are only responsible for ‘contractual entitlements’ and despite a previous custom and practice of paying for car parking costs, this was not regarded as an entitlement. Thus, in reality some staff will suffer significant financial detriment due to these office closures. Staff who are anxious and concerned about this issue should raise this in individual consultation with their Line Manager.
Management were queried regarding the potential risks of squeezing more staff into fewer locations. It was confirmed that Risk Assessments would be undertaken by Resource Managers in office locations. Members are advised where they have concerns regarding any potential health and safety risks they should contact the H&IOW Branch H&S representative Peter Wade.
It was noted that different working practices would be explored to ensure staff can be accommodated in their new offices. A pilot of the potential of ‘hot-desking’ will be undertaken in the near future and Management confirmed that flexible working would be considered in all cases if required. Management also agreed that extended opening hours could be considered although they confirmed staff would not be required to undertake compulsory changes to their contractual hours. Any change in opening hours could be accommodated by flexible working practices.
Any Member with any concerns regarding office moves that they feel have not been correctly addressed with their Line Manager should contact a Napo Representative; George Clarke or Tina Williams.
Posted by tinawilliams at 12:09 PM | Comments (0)
July 12, 2009
LEGAL: HOLIDAY PAY ACCRUES WHILE ON SICK LEAVE
On 10 June 2009, the House of Lords published their judgment in the case of HR Revenue and Customs v Stringer and Others. The Lords' decision is that:
a worker can accrue and take statutory annual leave during sick leave, and
claims for pay in lieu of untaken statutory annual leave can be brought under the Employment Rights Act 1996
More details:
Posted by Hampshire at 03:11 PM | Comments (0)
FLEXIBLE WORKING
There appears to be some mixed messages afoot as to who is entitled to apply for Flexitime. ALL staff are eligible - it is not restricted to any particular grade as to do so would be discriminatory because flexible working is integral to other policies such as those relating to maternity and disability.
Posted by Hampshire at 10:05 AM | Comments (0)
July 11, 2009
HAMPSHIRE PROBATION STATISTICS
Sandra Gidley, the Liberal Democrat MP for Romsey, recently asked parliamentary questions specific to Hampshire probation. The data which includes budgets, gender balance of staff and reoffending rates is attached.
If Sandra Gidley is your MP and if you would like to suggest further PQs, she is at gidleys@parliament.uk
Posted by Hampshire at 02:30 PM | Comments (0)
BRANCH CALENDAR 2009/10
18th/19th JULY 2009 TOLPUDDLE MARTYRS FESTIVAL
WEDS 29th JULY 2009 BRANCH MEETING, TOWN QUAY, 12 NOON
FRI 25th SEPT 2009 BRANCH MEETING, IB ROAD 2PM
THURSDAY 1st - SUNDAY 4th NAPO AGM, TORQUAY OCTOBER 2009
FRI 20th NOV 2009 BRANCH MEETING, BASINGSTOKE 2PM
FRI 22nd JAN 2010 BRANCH MEETING, TOWN QUAY 2PM
FRI 19th MARCH 2010 BRANCH MEETING, IB ROAD 2PM
FRI 14th MAY 2010 BRANCH MEETING, CROMWELL HOUSE 2PM
FRI 11th JUNE 2010 BRANCH AGM MEETING 2PM TBA
Download calendar
PLEASE NOTE
The next scheduled Branch Meeting has been rearranged to:
WEDNESDAY 29TH JULY 2009 at TOWN QUAY at 12 NOON
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Posted by Hampshire at 11:38 AM | Comments (0)
July 03, 2009
THE CONSULTATION ON POTENTIAL REDUNDANCIES
We know it’s a ‘restructure’; there are ‘efficiency savings’ to be made; there is ‘natural wastage’ to be hoped for to offset being shown the door; there is the SBC chainsaw which results in job massacres. There are euphemisms galore and management speak aplenty. But this is all about cuts, cuts, cuts and redundancies. They build you up and then cut you down. Probation staff who have striven over the years to perform now get their reward and recognition!
The market model/ideology is still being promoted. Want some ‘income generation’, a dose of KPMG, subcontracting, commissioning…? Market thinking is now going to save the probation service. More likely it will continue to strip away its moral, ethical and professional standards.
Do we need a marketing mindset to boost performance? Recent comparative data on public and private prisons shows that public prisons are outperforming the private ones by 10 percent. The private sector drives down costs by reducing salaries and conditions of employment and by lowering professional standards. The performance enhancing market ideology is mythical - unless making a profit is your be all and end all and you are content to see only commodities in front of your eyes. There is more to life than calculation, contract and exchange.
But competition and markets, argue the realists, are the ‘real world’ and the public service ethos is of another age; to survive the public services must mimic the markets despite the recent knowledge of the failure of markets – the rescue of the banking sector by the ‘unworldly’ public sector. The probation service no more belongs in a politically bogus marketplace than does the blood transfusion service - seems such an obvious income generation scheme - having a marketplace in blood - but the problem is it does not attract the best blood!
We had a meeting with the management side on 2nd July to discuss the consultation paper on the proposed restructure and potential redundancies. We only received the paper on 29th June. We see very tight timescales. The paper is being treated as ‘restricted’ though we asked for it to be freed. Therefore only those members potentially facing redundancy will have been included in the circulation list. We see no reason for restriction. We see these potential redundancies as round one.
We see a commitment in the document to a minimum consultation period of 30 days in section 5 and in section 7 a closure to the consultation period by 20th July when the board will consider all responses. A range of meetings with affected staff started on 2nd July which means there are effectively 12 working days for consultation.
We will provide a Napo response by the 20th but we are unable to treat that date as the end of the process of consultation. There is no reference to the ‘management of change protocol’ in the Hampshire paper. This is attached below and was previously posted on this site on 2nd June. This is an important document. It, too, sets out timescales and includes what’s called a ‘period of reflection’ if an intention is reached to issue compulsory redundancy notices
At this stage we do not know whether any member of Napo will be subject to compulsory redundancy though it’s plain the period ahead will be marked by uncertainty - members will face changes to their role, selection procedures and possible redeployments at the very least.
In our response to the consultation we will have comments to make about the status of the redundancy policy and about selection criteria - for example, in light of a recent landmark judgment we believe there is a place for 'long service' weightings in the selection criteria.
We are aware that the paper is seeking views on who should be eligible to apply for new posts. Should those who are in acting up roles be included in the pool or should only those who hold a substantive post be eligible to apply? One of these options is potentially more expensive than the other given the protection arrangements that apply in the event of redeployment. An argument could also be made for extending the pool even wider as there are many experienced staff who may welcome a promotion opportunity. Where should the line be drawn?
We would welcome the views of affected members, on this or any other aspect of the proposed changes. All replies will be treated in confidence.
Telephone, Lotus Notes or email gaciow@hotmail.com
Posted by Hampshire at 05:35 PM | Comments (0)
July 01, 2009
LAST CALL FOR TOLPUDDLE AND NAPO AGM
TOLPUDDLE
2009 is the 175th anniversary of the Grand Demonstration at Tolpuddle and to remember this a series of events is being planned throughout the Tolpuddle Festival being held between Friday 17th July – Sunday 19th July 2009. Hampshire & the Isle of Wight branch of Napo will be attending the festival and participating in the Grand Procession on Sunday 19th July 2009.
It was agreed at the Branch AGM that members can be funded to attend in one of 2 ways:
(1) Camping overnight and pitch fees (up to a 4 berth tent) will be paid by the Branch
OR
(2) Travel down on the Sunday and mileage will be paid for your journey.
If Members wish to register for this event please email Tina Williams, Branch Secretary by the close of business Friday 3rd July 2009 with your preference for Option 1 or 2 and the appropriate details.
NAPO AGM
The National AGM is being held in Torquay this year between 1st and 4th October 2009. Hampshire and the Isle of Wight branch intend to attend with a delegation of 16 members. Accommodation and some meal costs will be paid by the Branch. Whether time to attend the AGM is granted as facility time by HPA is the subject of current negotiation, however at present, time off is permissible subject to operational requirements but this will be unpaid unless taken as A/L or toil. This may change before the AGM.
The AGM is an opportunity to explore current practice issues, contribute towards debate on ongoing concerns and network with your fellow Napo colleagues from all over England, Wales and Northern Ireland.
If you wish to attend please email Tina Williams, Branch Secretary by the close of business Friday 3rd July 2009. Places are offered on a first come, first served basis. Thereafter, a waiting list will be in operation.
Posted by tinawilliams at 08:55 AM | Comments (0)