Barnet UNISON

Barnet UNISON Press Release: 30 October 2012

FOR IMMEDIATE RELEASE: BARNET COMMISSIONING COUNCIL VOTE FOR IN-HOUSE SERVICES

On Wednesday 7 November 2012 Barnet Council Cabinet Resources Committee is considering a recommendation to support the One Barnet in-house Street Scene Project. The One Barnet Street Scene Project includes the following services:

·         Refuse, organic waste and recycling collections

·         Waste strategy

·         Street cleansing

·         Greenspaces

·         Highways operational team

Earlier this month the Barnet Press reported that “Brent Council executive committee passed proposals to “outsource its “public realm” services – waste collection, street cleaning and ground maintenance – in tandem with Barnet Council as part of its One Council programme.”

 

This decision to support the in-house services signals a clear change of direction for Barnet Council which is currently implementing a policy known as the One Barnet Programme, sometimes referred to as the ‘Commissioning Council’.

John Burgess UNISON Branch Secretary said: “This is fantastic news for residents & 700 council workers delivering these services. I want to take the opportunity to applaud the Council for at last recognising the potential of in-house services to be able to compete with the private sector. We are now calling for the Council to halt the current outsourcing plans for the two contracts (worth in excess of a Billion Pounds public money). We are asking for the Council to work with staff, unions and the community to develop efficient, innovative services for Barnet residents and ensure savings go back into the pockets of the council tax payers.”

 

***** Ends *****

Notes to Editors.

Contact details: John Burgess Barnet UNISON on 07738389569 or email: john.burgess@barnetunison.org.uk

Background

Barnet Council is implementing a policy known as the One Barnet Programme, sometimes referred to as the ‘Commissioning Council’. This mass privatisation policy is designed for the Council to divest itself of responsibility to deliver services to its residents.

The first One Barnet project known as New Support Customer Services Organisation (NSCSO) will be for back office services such a Finance, Revenues & Benefits, Estates, IT, HR & Payroll etc, it is estimated to be worth up to £750 million.

It involves approximately 700 council workers. There is a high probability that the winning bidder will not deliver these services from Barnet so there is a high risk of significant redundancies at the moment of transfer.

This contract will be awarded to either Capita or BT at the Barnet Council Cabinet Resources Committee on Thursday 6 December 2012.

The second One Barnet project is known as Development & Regulatory Services (DRS) which includes the following services:

Trading Standards & Licensing, Land Charges, Planning & Development, Building Control & Structures, Environmental Health, Highways Strategy, Highways Network Management, Highways Traffic & Development, Highways Transport & Regeneration, Strategic Planning & Regeneration, Cemeteries & Crematoria.

This contract, worth up to £275 million pounds, will be awarded to Capita Symonds or EC Harris at the Barnet Council Cabinet Resources Committee on 8 January 2013.

This involves approximately 300 council workers

Both contracts are for ten years with an option to extend for a further five years.

UNISON’s position

Over the past four years UNISON has published over 40 detailed reports on the Future Shape/EasyCouncil/One Barnet mass privatisation programme.

Our message has remained clear.

 

Provide a level playing field and follow good practice and include a fully funded in house service improvement model to run alongside the procurement process.

 

Our proposal – In house model

There are a number of examples of where Councils have followed this approach to good effect. Most recently Edinburgh City Council considered the potential for using private contractors to deliver a wide range of its services. It embarked on separate procurement processes for 3 blocks of services utilising the Competitive Dialogue process in an attempt to obtain the best offers available from the market. At the same time in-house teams were asked to work on service improvement plans or Public Sector Comparators, so that when it came to the award of contract, the Council could be sure that the services it was purchasing would genuinely optimise its use of scarce resources. In the end the Public Sector Comparators proved to be more attractive than any of the external offers and no contracts were awarded.

For a fuller explanation click here

Our UNISON branch has produced a list entitled “100 PLUS reasons why One Barnet is high risk and bad for residents and services” which you can view here

 

 

Dear Councillor

 

Please find enclosed Briefing Number 15 Strategic Partnerships. (to view click here)

 

I am also attaching a report which went to Somerset County Council Cabinet Committee last night.

 

This Council report seeks authority to contest the escalating number of financial clams being made by the Councils Joint Venture Partner Southwest One (SWo)

 

The report makes it clear the Council’s position by stating

 

“It is paramount that we look after the best interests of Somerset’s tax payers and we will defend SCC’s position.”

“The history of Southwest One [SWo] poor performance is continuing; during 2012 the Client Team have been holding SWo to account; resulting in the serving of 8 contractual notices to SWo.”

However the Partner has reacted:

“Over the past 3 weeks SWo have commenced disputes on several other matters, issuing further financial claims and disputing Somerset County Council’s warning notices.

The Council report states

“With a number of escalating disputes, we need to take action to:

• Conduct proceedings

• Respond to these disputes and restore a deteriorating relationship with a strategic supplier.

• Seek to improve value for money and service performance and ensure it is fit for purpose.

• Continue to assertively manage Southwest One to ensure it meets its contractual obligations.”

It is clear the Administration is Somerset is genuinely trying to robustly hold the Partner (which includes IBM) to account. But history says that the Private sector have deeper pockets and better lawyers than the public sector. 

 

UPDATED: Somerset County Council preparing for court in escalating conflict with IBM

http://www.computing.co.uk/ctg/news/2219019/somerset-county-council-preparing-for-court-in-escalating-conflict-with-ibm

 

I hope all of you will be able to come along to the briefing UNISON has invited you to on Wednesday 14 November 2012.

 

As ever if there is a point of clarification or concern please do not hesitate to contact me.

 

Best wishes

John Burgess

Branch Secretary.

Barnet UNISON

Barnet Council – One Barnet Programme (OBP)

There are two key Council responses to any criticism of the OBP are

We will have a special ‘Flexible contract’ and a genuine ‘Partnership’ with the contractors delivering services to Barnet residents.

Let’s take a look at what Flexible contracts & Partnerships in action.

Somerset County Council is now embroiled in a legal dispute with their Joint Venture Partner Southwest One.

“Somerset County Council preparing for court in escalating conflict with IBM”
http://ning.it/RatPXH

This report (to view click here) is going to their Cabinet Committee on Monday 29 October 2012.

The report provides clear evidence that even in dire financial climate just what happens to a partnership.

Somerset Council has and continues to make cuts to services. We see no evidence that the Partners Southwest One and IBM are helping share that burden.

What this report reveals is that the partner has decided to take action against the Council. The Council has been trying to contract manage the Partner and this has resulted in further legal claims by the partner see extract below:

“SWo has issued a legal claim against SCC on this issue. It is paramount that we look after the best interests of Somerset’s tax payers and we will defend SCC’s position. Where standards of quality and performance are not being met, we will take action.

1.2. On 3rd September 2012 SWo served court proceedings against SCC for the Procurement Dispute.

1.3. The history of SWo poor performance is continuing; during 2012 the Client team have been holding SWo to account; resulting in the serving of 8 contractual notices to SWo.

1.4. Over the past 3 weeks SWo have commenced Disputes on several other matters, issuing further financial claims and disputing SCC’s warning notices.

1.5. With a number of escalating Disputes, we need to take action to:”

Here is proof that even when the client team try to hold the partner to account the response from the partner has been to issue further financial claims against the council.

Barnet Council responses to questions from residents and councillors at the recent Business Management Overview & Scrutiny Committee (24 October 2012) were that a flexible contract & good partner will ensure services will not be cut or deteriorate. If there are any problems with a contractor these will be addressed by the client side monitoring team,

You can view the responses made at the above meeting by clicking on the links below

1. Barnet Council’s new Interim Chief Executive, Andrew Travers, explains OneBarnet

http://www.youtube.com/watch?feature=player_embedded&v=-v8zJ27RHOA

2. Hugh Rayner: How can we stop the Council getting screwed in contracts?

http://www.youtube.com/watch?v=AmCkYK_nQLg&feature=plcp

3. Rowan Turner aren’t 10 year contracts normal and really without much risk?

http://www.youtube.com/watch?feature=player_embedded&v=QF9WtmYt75Y

4. Brian Salinger on OneBarnet Bus Mgmt OSC 24 Oct 2012

http://www.youtube.com/watch?feature=player_detailpage&v=Eb06hyOjkkA

Billion Pounds

The total value of the One Barnet contracts is in excess of a Billion Pounds and tie the council into 10 year contracts.

The Council just doesn’t appear to be taking the concerns about the risks seriously by simply stating they can control and hold to account massive multinational companies.

This is why we are calling the OBP a Billion Pound Gamble

We believe that it will lead to

·         Poorer services,

·         Rewarding a contractor for a poorer service,

·         Higher charges for services to residents

·         And sadly massive redundancies for staff as the contractor takes employment out of the borough.

You can read all about One Barnet Programme by clicking on the link here

You can help by supporting the campaign and carry out three simple tasks

1. Sign the Stop One Barnet Petition by clicking on this link  http://petitions.barnet.gov.uk/StopOneBarnet/

2. Join Barnet residents at the One Barnet Question Time meeting on Thursday 8 November at 7 pm. For details of the event click here

3. Pop along to one of the screenings of the film “Barnet – The Billion Pound Gamble” details here http://www.billionpoundgamble.co.uk/

Dear Councillors

To view briefing click here 

I am sure you are all aware that earlier this week Cornwall Council voted to halt the privatisation of back office services to a Joint Venture company. One of the Bidders decided to withdraw before the decision and the remaining bidder BT has said it will wait.

 

Earlier this month the Former Deputy Leader Cornwall Council announced

 

“I am resigning from the Cabinet today as I feel that I have pushed the cause of retaining Council control over Joint Ventures as far as I can with the Cabinet.

The financial risks involved with the rush into the new Joint Venture proposals are unacceptable. The JV is basically too large to control. We have wasted £42m+ on the Unitary, £42m+ on the Incinerator and we are now proposing to risk a great deal more on the Joint Venture.

I welcome your somewhat ambiguous offer to respect Full Council decisions on the 23rd October but I know you will never let go.

I could not leave local government with billions of pounds of Cornish Taxpayers money at risk and on my conscience.

Alec, this matter has never been personal.

Yours aye

Jim”

 

Please find enclosed short briefing on Cornwall.

 

As ever if there is a point of clarification or concern please do not hesitate to contact me.

 

Best wishes

John Burgess

Branch Secretary.

Barnet UNISON

0208 359 2088

www.barnetunison.me.uk

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The One Barnet Programme is a serious matter. It involves in excess of Billion Pounds of tax payers money.

Last week UNISON regional secretary Linda Perks wrote to all 63 councillors. UNISON will provide regular updates on who has confirmed they are attending.

UNISON wil be reporting on who respionds and who attends.

To view the letter click here. 

Councillor Hugh Rayner (Conservative) Chair of Business Management Overview and Scrutiny Committee (Wednesday 24 October 2012).

“I’ve let out contracts myself…and what I learnt is the word change or variance because I know that they are tied into me for the contract and this is where I can make all my profit and make up for the low price I bid , would you like to comment how we escape from that?”

Barnet Council’s new Interim Chief Executive, Andrew Travers responds

“That’s the normal response of the private sector.”

View the exchange yourself 2 minutes 37 seconds to 3 minutes 10 seconds of the video clip below.

http://www.youtube.com/watch?v=-KkXxGnF-3M&feature=plcp

On Wednesday 24 October 2012 Barnet Alliance submitted a Petition called Stop the One Barnet Programme

http://petitions.barnet.gov.uk/StopOneBarnet/

This allowed a Barnet resident to speak to their petition, take questions and listen to the interim Chief Executive to respond.

Barnet Council’s new Interim Chief Executive, Andrew Travers, explains OneBarnet

http://www.youtube.com/watch?v=-v8zJ27RHOA&feature=plcp

TRANSCRIPT BELOW

Mr Travers, Barnet’s Acting Interim CEO is asked by Hugh Raynor, Chair of Business Overview and Scrutiny Committee, to take a seat.

Thank you very much Chairman. The One Barnet Programme as set out in the current report, has its genesis originally in 2008 so has been considered as Council policy from that point and in numerous occasions since then.  If I could just sum up some of the challenges that are recognised in that Programme and the response then maybe that would give a flavour of why I think the Programme exists as it does today.

Firstly, the Programme, I think, recognises a period of exceptional challenge for public services and for local authorities so we know that we are in a period of extreme austerity. I think we can probably anticipate that that will continue for a number of years. One of the consequences of that is that the Council’s support from Central Government, I mentioned earlier, is likely to decrease by somewhere between 30 and 50%. This level of reduction is unprecedented. Coupled with that we know that Barnet is a growing and changing place. Population growth is rapid, has been in the last 10 years and continues for the next 10 years and also the expectations of citizens for public services are increasing and expectations are the way in which the Council can tailor its services to the public – is a clear and important factor. So for those reasons of context the Council has, I would recognise that, has considered quite carefully about how it responds to the unprecedented challenge and needs a carefully thought through response.

But also I think given the nature of the challenge needs to think quite radically about how Council services can be brokered in that context and I think that is the clear context for the Programme that has informed member decision making about it. In terms of the implementation of the Programme the way in which it has been taken to all of this is effectively to consider service areas on a case by case basis against that background and against the 3 objectives of the Programme which are around a new relationship with citizens; a one public sector approach; and a relentless drive for efficiency. So taking service areas on a case by case basis, as I’ve said,  to consider options for future delivery against that context and agenda and then to select a preferred option for delivery and then to that an impact a preferred option. And as I’ve said earlier there are some projects which have already been implemented and some that are in the process of being implemented.

Taking the Programme as a whole we are trying to track both financial and non-financial benefits of the project within the Programme. As we’ve been saying said the financial benefits over a 10 year period are anticipated to be about £111million. There are 115 non-financial benefits which are tracked within the Programme which in effect are the wider aspirations driven by the 3 objectives that I’ve referred to.

Council has recognised and officers have recognised that this is a very challenging Programme to deliver. Change of this nature is clearly always difficult. The number of different delivery approaches within the Programme are such that we need to make sure we manage the risk of delivery very carefully. The way in which we have sought to do that is to try and make sure that the Council increases its capacity within its core workforce to manage a Programme of this nature effectively but has also supplemented that with a number external expertise in respect of commercial, contractual and legal matters so in that way we try and make sure we deliver the Programme safely and effectively and we protect continuity of services for residents now and through the change process.

Just to finish, Chairman I think worth noting that there are a number of approaches being taken in the 1 Barnet programme as to how outsourced services are to be delivered. There are clearly a wide range of services that are delivered at the moment in-house. There are some services which are being delivered through a shared service, for example with legal service with Harrow. There are some services delivered via the Barnet Group Arms Length Company and there are some services which it is planned to deliver through outsourced arrangements. So the context and the approach really resulted in the Council seeing itself as being a Commissioner of services and commissioning those services from those agents best able to deliver and there is a rational process of its own in that and we try and manage those risks as effectively as we possibly can. Thank you Chairman.

 

Starts 12 Noon

Oak Room, Building 4

Food and refreshments

 

Starts 7pm

A discussion between residents, councillors of all parties including the Leader of the Council, Councillor Richard Cornelius and experts in public administration

 

The Greek Cypriot Centre, Britannia Road, London N12 9RU