At last all is Revealed

For fuller explanation click here

here? or here ?

to be re-directed click here

Hot of the Press…….

Plans for the Future of Pubic Services were left in a brown envelope under the door of the UNISON office to view please click here

 

 

 

 

To view flyer click here

 

“Do you know better?….Gotta new idea?”

Now is YOUR chance

 •        Have you got a good idea which could save the Council money?

•        Have you got a good idea which could help the Council work better with their partners?

•        Have you got a good idea which will improve access to services for residents?

•        Have you raised you idea at work and nothing has happened?

Here is your chance. 

Send your idea to

myidea@barnetunison.org.uk

We will ensure your idea is sent direct to the Chief Executive. It will be your choice if you want to remain anonymous.

“Are the workers revolting?”

The latest occupation of the Danish owned Vestas factory in the Isle of Wight is but one of many examples of workers taking direct action to defend their livelihoods. At one stage it looked like the workers were being starved out of their occupation, but families & supporters have been trying to ensure food supplies are getting through.

 Even the Whiskey workers are revolting! 

Who pays for the financial collapse?

The answer it seems is Public Sector workers. It is hard to explain to members why they must pay after witnessed bankers being bailed out with OUR money. Because of their actions the public are being ‘groomed’ to accept their fate; unemployment, redundancies, rationing……rationing? Yes rationing, the Doomsday lobbyists are predicting a financial meltdown of epic proportions, worse than the Great Depression, worst in economic history ever??  

Perhaps not, ever wondered what happened to the great civilisations Egyptians, Aztecs, Inca’s? Could it be their economies got caught in some dodgy toxic debts? 

British spirit…..we’ll cope?

Mustn’t grumble…could be worse…….sounds like the start of a song?  

Maybe it is the legacy of the Druids….in times of strife we need sacrificial lambs to help us in our time of need.  

Who shall we sacrifice? Why not Public Services? Government are not content with year on year efficiencies which has seen jobs cut, services cut, privatisation & terms & conditions eroded they want more and it is public sector workers & their families who must pay.  

So back to my original point, “are the workers revolting?”

There are approximately 6 million workers working in public services all going to have a vote next year and whoever gets in has got their services, jobs in their sights……. 

The message from politicians is that the best way out of this mess is to cut, cut, cut and cut again…haven’t we been here before? 

So we cut services, we cut jobs, but how does that help public services?

Public Sector workers are not known for taking direct action …but then again neither were those workers who have been taking direct action in the last 9 months. It would be a foolish politician that ignored the signs that the public are revolting and will continue to do so if they are given no hope and no alternative.

To view click here

“It ain’t nothing to do with me!”

Wrong answer.

The Future Shape Cabinet committee meet on 26 October will sign off the final piece of the future shape timetable. It is important that staff understand what it will mean to the way they will be working in the future.  

Important message: social services

social workers in adults & children services this is going to affect you just as much as those staff working in services identified as bundles or stand alone services. The access & assessment group are due to report in October and it is clear their recommendations are going to impact on the way you work.

“One public sector approach”

The ‘one Barnet public sector’ has many advantages if it includes:

• Improves democratic accountability, participation and transparency of all the public bodies providing services in Barnet.
• Increases citizen involvement in designing services and actively participating in governance.
• Provides more integrated services, particularly improving access and assessment.
• Makes better use of public assets and encourages multi-use of sites and facilities.
• Examines the scope for shared or joint public-public services.
• Reduces the number of quangos and companies/trusts.

Consolidation

The July 2009 trade union report to Cabinet recommended that an effective consolidation process should consist of:

• Staff and trade union participation in the consolidation process with a jointly agreed corporate protocol setting out good practice procedures and reporting mechanisms.
• A commitment to continuing in-house provision of services on value for money and public interest terms.
• A commitment to transparency and disclosure so that staff and trade unions have confidence that the consolidation process is genuine.
• Jointly agreed corporate best practice templates to ensure improvement strategies are fully addressed, options appraisal and business cases
• A commitment to TUPE Plus and secondment employment options and no compulsory redundancies.

The trade unions want to be engaged in a consolidation process which:

• Examines new ways in which services can be delivered.
• Assesses the effectiveness of current service improvement plans and how they may be improved.
• Draws up plans and proposals for improving the effectiveness and efficiency of council services.
• Explores the boundaries and responsibilities between the Council and other public agencies in Barnet and how these might or should change.
• Develops a better understanding of the nature and level of needs and demands for services in Barnet and the strategic functions carried out by the Council.
• Adopts a user-centred approach to service delivery and performance criteria.

Future Shape Express

To view our Poster click here

 

 

Newcastle story is told in the book ‘Public Service Reform…..but not as you know it’ by Hilary Wainwright & Matthew Little.  The reason the Trade Unions have raised Newcastle with our Employer and staff is to look at how they approached engagement with

• Residents
• Staff
• Trade Unions

Here are a few quotes from the book.

“We put in unprecedented hours – 80 hours a week – and I remember sitting propped up in bed at midnight proof reading. When the document came together, it showed that if it could be made to work the council would be achieving far greater levels of savings than with BT – more than double in fact.”

Deputy Director of IT

 “My core belief – is that the public sector can be as good as – and in some ways better than – the private sector [in the management of public services] because of its social values.”

Development and Transformation team manager

“The private sector has a very simple bottom line……If it doesn’t add value for shareholders, don’t do it. But there is no reason why this sense of focus can ‘t be applied to an organisation that has the complexity of local government, and where the bottom line is quality of service.”

Manager for Exchequer Services

“In setting up City Service, we ensured that local people weren’t just consulted but were kept involved throughout the process to monitor the development of the design and the workings of each customer service centre”

Senior Officer Leading council’s community engagement strategy

“It’s people’s capability and commitment that needs to be released. These are assets not costs…Managing people is a matter of….true strategic importance. It’s too important to be left solely to OD (organisation development)

Head of City Service 

“A lot of the blocks to change that we identified at those workshops were about management culture and the way managers were used to manage. The idea of culture change and transforming the way the services were organised became a key part of the in-house bid.”

Newcastle Branch Secretary

In Newcastle they were just dealing with Back Office services putting together an in house bid against BT.  Future Shape is a far bigger challenge and it involves working with our public Sector partners and improving our ability to get better value from our private sector partners.

If consolidation is to yield positive results we need to ensure we ‘unlock the skills, expertise and experiences of our staff’.

Breaking news!

I have been invited to visit Newcastle 21 September to meet the Chief Executve and senior officers to listen to what they did and see what lessons we could learn.