Annual Report 2018

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Annual Report 2018 Annual Report 2018 Annual Report Contents Foreword Officers and Secretariat at 31st December 2018 �� i Committees and Meetings ��vii

Seconded Officers: Civil Service �� iii Resolutions and Motions �� xi

Trade Union Side Officers ��v Headquarters Organisation Chart ��xx

General Council �� vi Section A B Section NIPSA Headquarters Civil Service General Issues B1 General Issues A1 Amnesty International ��2 B1.1 Accommodation ��22

A2 Bill of Rights ��2 B1.2 Equal Opportunities ��22

A3 Equality Committee ��3 B1.3 Grading Reviews ��23

A4 Global Solidarity Committee ��5 B1.4 National Trade Union Committee (NTUC) ��23

A5 Health and Safety Committee ��7 B1.5 2017/18 NICS Pay ��23

A6 Irish Congress of Trade Unions (ICTU) ��7 B1.6 Annual Benefits Statements 2018 ��24

A7 Lesbian, Gay, Bisexual and B1.7 Employee Contribution Rates ��24 Transgender (LGB&T) Group ��8 B1.8 Northern Ireland Civil Service (NICS) A8 Pensions ��9 Pensions Forum ��24

A9 Policy and Research Unit (PRU) ��11 B2 Personnel Management A10 Public Service Defence Campaign ��11 B2.1 Personal Secretary/ A11 Youth Committee ��13 Executive Assistants ��25

B2.2 Selection and Appointments ��25

A Organisation and Administration B2.3 Travel and Subsistence ��25 A12 Appointment of Auditors ��15 B2.4 Standardisation of Employment Relations A13 Donations ��15 Processes ��26 A14 Headquarters Staff ��16

A15 Membership ��16 B3 Group Reports B3.1 Department of Agriculture, Environment A16 NIPSA Annual Conference ��17 and Rural Development (DAERA) ��27 A17 NIPSA Financial Review ��17 B3.2 Department for Communities (DfC) ��35 A18 Services for Members ��17 B3.3 Department for Economy (DfE) ��39 A19 Trades Councils ��18 B3.4 Department of Education (DE) ��41 A20 Union Learning ��18 B3.5 Department Of Finance (DoF) ��43

B3.6 Department of Health (DOH) ��45

B3.7 Department for Infrastructure (DfI) ��46

B3.8 Department Of Justice (DOJ) ��51

B3.9 The Executive Office (TEO) ��52

B3.10 Agri-Food and Bio Sciences Institute (AFBI) ��52

B3.11 Aramark ��52

B3.12 Armagh Planetarium and Observatory ��52

B3.13 Arts Council Northern Ireland ��53 Contents B3.14 Charity Commission for Northern Ireland (CCNI) ��53 C2.9 Education Authority: South Eastern Region (EA SER) ��74 B3.15 Construction Industry Training Board (CITB) ��54 C2.10 Education Authority: Southern Region (EA SR) ��75 B3.16 Cross Border Bodies ��54 C2.11 Education Authority: Western Region (EA WR) ��75 B3.17 Electoral Office for Northern Ireland (EONI) ��55 C2.12 Belfast Metropolitan College (BMC) ��77 B3.18 Health and Safety Executive Northern Ireland ��55 C2.13 Northern Regional College (NRC) ��77

B3.19 Invest NI ��56 C2.14 South Eastern Regional College (SERC) ��77

B3.20 National Museums Northern Ireland (NMNI) ��56 C2.15 Southern Regional College (SRC) ��77

B3.21 NOONAN ��58 C2.16 South West College (SWC) ��77

B3.22 Northern Ireland Assembly ��59 C2.17 Queens University Belfast (QUB) ��78

B3.23 Northern Ireland Audit Office (NIAO) ��60 C2.18 Stranmillis University College ��78

B3.24 Northern Ireland Court Service (NICTS) ��60 C3 Health and Social Care B3.25 Northern Ireland Water (NIW) ��61 C3.1 BREXIT – HSC Implications ��79 B3.26 NSL – Traffic Enforcement ��62 C3.2 Health and Social Care (HSC) Conference 2018 ��79 B3.27 Police Service Northern Ireland ��62 C3.3 Plans Submitted for £100 Million New B3.28 Probation Board for Northern Ireland (PBNI) ��63 Health Care Centre on Kings Hall Site ��79 B3.29 Public Prosecution Service Northern Ireland C3.4 Health and Social Care Board (HSCB) (PPSNI) ��64 Closure and Restructuring ��79 B3.30 Sport Northern Ireland ��66 C3.5 Health and Social Care Joint Negotiating Forum (JNF) ��80 B3.31 Tourism NI (TNI) ��66 C3.6 Senior Executive Pay ��83 B3.32 Utility Regulator for Northern Ireland (UREGNI) ��67 C3.7 HSC Working Time Regulations Tribunal Cases and Rotas ��83 Section C C3.8 HSC Transformation Seminar ��84 Public Officers C3.9 Zero Tolerance ��84 C3.10 Northern Health and C1 National Joint Council Social Care Trust (NHSCT) ��84 C1.1 National Joint Council (NJC) Pay ��70 C3.11 Northern Ireland Ambulance Service (NIAS) ��86 C1.2 Local Government Pension Scheme C3.12 Southern Health and (LGPS/Northern Ireland Local Social Care Trust (SHSCT) ��87 Government Officers Superannuation Committee (NILGOSC) ��70 C3.13 Western Health and Social Care Trust (WHSCT) ��88 C2 Education & Further/Higher Education C4 Libraries NI C4.1 Budget 2018/19 ��89 C2.1 Children and Young Peoples Services ��72 C4.2 Summer Opening Hours ��89 C2.2 Education Directorate ��72 C4.3 Christmas Opening Hours ��89 C2.3 Human Resources/Pay Terms and Conditions and HR Policy Central Forum ��72 C4.4 Branch Library Managers (BLM) Job Evaluation Review ��89 C2.4 Finance and ICT Directorate ��72 C4.5 Review of Libraries NI C2.5 Operations and Estates Directorate ��73 NIPSA Constitution ��89 C2.6 Job Evaluation ��73 C4.6 Capability Review ��89 C2.7 Education Authority: Belfast Region (EA BR) ��73 C4.7 Open Libraries ��89 C2.8 Education Authority: C4.8 Universal Credit ��90 North Eastern Region (EA NER) ��73

Annual Report 2018 C4.9 Policy Reviews ��90

C4.10 Calculation of Holiday Pay ��90 Branch Organisation

C4.11 NJC Pay Award Year 2 ��90 Civil Service Group ��124 C4.12 Structural Review ��90 Public Officers' Group ��128 C4.13 Voluntary Redundancy Situation ��90 C5 Local Authorities C5.1 Review of Public Administration (RPA) ��91

C5.2 Water Quality Inspectors ��91

C5.3 Councils ��92 C6 Northern Ireland Housing Executive C6.1 Social Housing Reform Programme (SHRP) ��112 C6.2 Re-engagement of Stewart Smyth, Sheffield University ��112

C6.3 Stock Transfer ��112 C6.4 Reclassification of Housing Associations ��113

C6.5 Review of Private Rental Sector ��113 C6.6 Fundamental Review of Social Housing Allocations ��113

C6.7 Housing Benefit ��114

C6.8 HR Policies ��114

C6.9 Job Evaluation Scheme ��114

C6.10 Membership and Recruitment ��114

C6.11 Local Office Opening Times ��114

C6.12 Calculation of Holiday Pay ��115

C6.13 NJC Pay Award – Year II ��115 C6.14 Review of Pay Scales and Incremental Progression ��115

C6.15 Review of Industrial Relations ��115 C7 Other Bodies C7.1 Council for Homeless, Northern Ireland (CHNI) ��116

C7.2 Controlled Schools’ Support Council (CSSC) ��116 C7.3 Council for Catholic Maintained Schools (CCMS) ��116 C7.4 Council for the Curriculum Examinations and Assessment (CCEA) �� 116

C7.5 EXTERN ��116 C7.6 General Teaching Council For Northern Ireland (GTCNI) ��117 C7.7 Northern Ireland Fire and Rescue Service (NIFRS) ��117

C7.8 NILGOSC ��120 Foreword 2018 ended as it began with no devolved institutions and no prospect in sight that the political parties were going to set aside their differences and seek to do what they were elected to do. NIPSA was not directly calling for the institutions to be brought back on the same basis as they were previously in place given the cuts they had introduced to many areas of the civil and public services. Towards the end of the year the Northern Ireland (Executive Formation and Exercise of Functions) Bill 2017-19 was implemented by the Secretary of State which sought to give limited powers to Senior Civil Servants. To date as far as NIPSA is concerned this has only been to the detriment of members as the Permanent Secretary, Department of Finance set the pay remit for civil servants at 1% and the Permanent Secretary for Communities has sought to unilaterally change the makeup of the NILGOS Committee which could be to the detriment of Scheme members. NIPSA, together with the other unions are seeking to challenge these decisions. The RHI scandal has also dogged the agenda for the whole of 2018 and the implications of the fall out of this will be felt for a number of years to come. On the positive note members should take heart from the fact that never again will we ever accept that there is no money. There was literally money to burn and then the Tory government continued with the ‘Confidence and Supply’ arrangements despite the impact on members and the delivery of public services. Throughout the year the scandal of the EU Exit and the circus that this has created has left NIPSA members and society at large wondering whether there will be a deal or a crash-out with no-one being clear on the implications for Northern Ireland and workers. Two years ago the trade union movement were clear in their ask of both the Irish and British Government – no matter how individuals voted no worker should pay the price of a Brexit. As we stared into 2019 the uncertainty is real, the Tory Government is in disarray and they are being propped up by the DUP Confidence and Supply Arrangement. Under the auspices of the Northern Ireland Committee of the Irish Congress of Trade Unions the Better Work Better Lives campaign continued to be progressed with the same 3 key asks; and end to the scourge of low pay and to promote decent work; better improved investments in our public services; and an end to the 1% cap. While progress has been slow the NIC ICTU continues to press ahead with this campaign. The biggest change to the Social Security System was introduced during the year with the roll out of Universal Credit. While our members implemented Universal Credit our policy position remains clear – we are opposed to further cuts to the unemployed and the working poor. The increase in food banks and our members taking on second jobs is real. We must ensure that all political representatives who brought in the changes to social security benefits are held to account and the mitigations are extended and NIPSA is calling for a halt to further cuts. This campaign will continue until a satisfactory outcome is achieved. Equality issues remained high on the NIPSA agenda with a number of new initiatives being promoted throughout the year including ‘Sling the Mesh’, Abortion Law Reform; Marriage Equality; Menopause Guide and Breastfeeding in the Workplace.

Annual Report 2018 The rise of the Far Right and Racism generally was a huge issue which was fed further by the Brexit debate. NIPSA lead the challenge to the Far Right at a number of Rallies throughout the year and established an Anti-Racism Network made up of a number of trade unions and other groups. It was clear that NIPSA’s anti-racism and anti-sectarian stance was being successful. The challenges against the ongoing austerity and privatisation agenda will continue but NIPSA will be ready to fight on these issues to ensure that our members are represented at all levels against further attacks on workers’ rights no matter from what quarter they come. Just as in previous years it is the NIPSA local representatives on the ground, working on behalf of members on a voluntary basis, who are the backbone and cornerstone of this union. We are confident that working collectively we can fight back against austerity and attacks on our members and will refocus our efforts in the New Year to deliver in the interests of all members.

Patrick Mulholland President

Helena McSherry Vice President

John Toal Honorary Treasurer

Alison Millar General Secretary i

Officers and Secretariat 2018

Officers 2018

President: Patrick Mulholland

Vice-President: Helena McSherry

Honorary Treasurer: John Toal

Secretariat at 31st December 2018

General Secretary A Millar

Deputy General Secretaries K Bannon Vacant

Policy and Research Officer J McVey

Assistant Secretaries G Alexander D Harte K Graham P Mackel

K McCabe A McMillen Vacant

Higher Executive Officers C Arkinson T Brownlee N Connor(temp) R Graham

K Kelly A Law J Munton T Thomas

R Wilson(temp) Vacant Vacant

Executive Officers M Donnelly(P) T McAteer W McCallum A McDonnell

C McDonnell(temp) L A Scott Natalie Shiel(temp)

Annual Report 2018 ii

Senior Personal Secretary E Buchanan

Personal Secretaries D Dawson L Hudson S Johnston C McConnell

C McLeish(P) M Ó’Coisneacháin

Administrative Officers K Doherty P Hartin(CB) G Jarvis(P) J Jennings(FT)

G Jones P Murray B Nugent D Whitford

A Wright

Caretaker A Burns

General Assistants A Mekelburg(P) S Overend(P) D Rolley(P)

(P) Part-time (FT) Full-time Term-time (CB) Career Break

Secretariat and Committees iii Seconded Officers Civil Service Central Whitley

J McCloskey, Assistant Trade Union Side Secretary, T: 028 9066 1831 E: [email protected] NIPSA HQ, Harkin House, 54 Wellington Park, Belfast. BT9 6DP

Agri-Food and Biosciences Institute (AFBI)

J Calvert, Secretary, T: 028 9052 5645 E: [email protected] NIPSA Office, Room G2, 18a Newforge Lane, Belfast. BT9 5PX

Department of Agriculture, Environment and Rural Affairs (DAERA)

A Wise, Departmental Secretary, T: 028 9052 0802 E: [email protected]

C Morgan, Assistant Departmental Secretary, T: 028 2566 2882 E: [email protected]

M Walsh, Assistant Departmental Secretary, T: 028 7131 9749 E: [email protected] NIPSA Office, Room 510B, Dundonald House, Upper Newtownards Road, Belfast. BT4 3SB

Department for Communities (DfC)

M Morgan, Departmental Secretary, T: 028 9037 6314 E: [email protected]

J Toal, Assistant Department Secretary, T: 028 9037 6277 E: [email protected]

T Creaney, Assistant Departmental Secretary, T: 028 9037 6101 6101 E: [email protected]

S Harvey, Assistant Departmental Secretary, T: 028 9037 6037 E: [email protected]

T McKillop, Assistant Departmental Secretary, T: 028 9037 6073 E: [email protected]

R O'Sandair, Assistant Departmental Secretary, T: 028 9037 6218 E: ruaidhri.o’[email protected] DfC Trade Union Side Office, The Design Centre, Level 4 East, 39 Corporation Street, Belfast. BT3 1BA

Department for the Economy (Df E)

C Gates, Secretary, T: 028 9052 9551 E: [email protected] Room 20, Netherleigh, Massey Avenue, Belfast. BT4 2JP

Department of Education (DE)

J McNulty, Secretary, T: 028 9127 9659 E: [email protected] Room G22, Rathgael House, Balloo Road, Bangor. BT19 7PR

Department of Finance (DoF)/The Executive Office (TEO)

P Dale, Departmental Secretary, T: 028 9016 9642 E: [email protected]

E Farrell, Assistant Departmental Secretary, T: 028 9016 9644 E: [email protected] Room 17, Craigantlet Buildings, Stormont, Belfast. BT4 3SX

G McKeever, Assistant Departmental Secretary, T: 028 7131 9085 E: [email protected] Waterside House 75 Duke Street, Derry. BT47 6FP

Annual Report 2018 iv

Department of Health (DoH)

P Feighan, Secretary, T: 028 9052 2877 E: [email protected] NIPSA Section Office, Room 9, Annex 1, Castle Buildings, Stormont Belfast. BT4 3PP

Department for Infrastructure (DfI)

J Veighey, Secretary, T: 028 9034 6230 E: [email protected]

J Rooney, Assistant Secretary, T: 028 9054 1025 E: [email protected]

B Dornan, Assistant Secretary, T: 028 9034 6248 E: [email protected]

M Robinson, Assistant Secretary, T: 028 9054 1003 E: [email protected] NIPSA Office, Clarence Court, 10-18 Adelaide Street, Belfast. BT2 8EB

Department of Justice (DoJ)

L Hoy, Secretary, T: 028 9076 5720 E: [email protected]

S Brown, Assistant Secretary, T: 028 9076 5722 E: [email protected] Block 1, Knockview Building, Stormont Estate, Belfast. BT4 3SH

National Museums Northern Ireland (NMNI)

T Croft, Secretary, T: 028 9039 5178 E: [email protected] c/o Cultra Manor, Ulster Folk and Transport Museum, Cultra, Holywood. BT18 0EU

Northern Ireland Assembly (NIA)

D Toner, Trade Union Side Secretary, T: 028 9052 1791 E: [email protected] Room 377, Parliament Buildings Belfast. BT4 3XX

Police Service of Northern Ireland (PSNI)

T Godfrey, Secretary, T: 028 9092 2828 E: [email protected]

G Walsh, Assistant Secretary, T: 028 9092 2828 E: [email protected] NIPSA Office, PSNI Lisnasharragh, 42 Montgomery Road, Belfast. BT6 9LD

Public Prosecution Service (PPS)

James Murphy, , T: 028 9089 7040 E: [email protected] NIPSA Office, Belfast Chambers, 93 Chichester Street, Belfast. BT1 3JR

Secretariat and Committees v Trade Union Side Officers Health and Social Care (HSC)

B Crawford, Deputy Regional Co-ordinator, T: 028 9536 1809 E: [email protected] 12 Hampton Manor Drive, Belfast. BT7 3EN

Northern Ireland Housing Executive (NIHE)

J McCaffrey, Trade Union Side Secretary, T: 028 9031 8416 E: [email protected]

S McDaid, Assistant Trade Union Side Secretary, T: 028 7130 6174 E: [email protected] Seventh Floor, Housing Centre, 2 Adelaide Street, Belfast. BT2 8PB

Annual Report 2018 vi General Council Attendance of Members at General Council Sessions: June to December 2018 Name Possible Actual Mulholland, P 7 7 McSherry, H 7 6 Toal, J 7 5 Booth, B 7 5 Brooks, W 7 7 Burch, K1 7 3 Clarke, Y 7 7 Collins, L 7 7 Conlon, SP 7 2 Cowan, D 7 6 Creaney, T 7 6 Dobbin, M 7 5 Gates, C 7 7 Hoy, L2 4 4 Killen, T 7 5 Lawlor, P 7 5 Maguire, D 7 5 Malone, G 7 7 McCann, F 7 6 McConville, S2 3 2 Morgan, M 7 7 Mulholland, B 7 5 Murdock, J 7 7 O’Sandair, R 7 6 Scott, J 7 6 Walsh, J 7 7

1. Maternity leave from November 2018. 2. L Hoy took up a seat on 16 October 2018 following the resignation of S McConville on 14 September 2018.

Secretariat and Committees vii Committees Membership of Committees at 31st December 2018

K Burch C Gates P Lawlor H McSherry General Purposes Committee M Morgan P Mulholland J Toal

T Creaney P Cobain P Dale S Harvey

Equality Committee E McDonald T Millar P Nicholl L O’Hagan

A Rea J Scott C Skelcher L Skelcher

Welfare Fund B Booth P Mulholland J Toal Committee

D Cowan C Gates T Killen H McSherry Finance Committee P Mulholland J Toal

Management Side C Gates P Mulholland J Toal JNCC

S Antal W Brooks B Cleary L Collins Global Solidarity F McCann G Malone R O’Sandair M Robinson Committee J Scott L Skelcher

Conference B Booth L Collins D Cowan R O’Sandair Arrangements Committee J Walsh

Standing Orders J McCloskey K Loughran C Skelcher B White Committee

J Davidson T McKillop T Millar M Robinson NIPSA News Editorial Committee J Veighey

Annual Report 2018 viii Civil Service Group Attendance of Members and Officers at Executive Committee Meetings

January to November 2018 December 2018 Name Possible Actual Name Possible Actual Boersma, I 8 8 Brooks, W 1 1 Brooks, W 8 8 Collins, L 1 1 Burch, K 8 3 Cowan, D 1 0 Cobain, P 8 6 Creaney, T 1 1 Collins, L 8 8 Crilly, D 1 1 Creaney, T 8 8 Dale, P 1 1 Dale, P 8 7 Dobbin, M 1 1 Dobbin, M 8 8 Doherty, E 1 0 Doherty, E 8 4 Gates, C 1 1 Gates, C 8 6 Godfrey, T 1 1 Higgins, G 8 7 Harvey, S 1 1 Hoy, L 8 7 Higgins, G 1 1 Loughran, M 8 7 Hoy, L 1 1 Lynn, B 4 4 Loughran, M 1 1 Lowry, D 8 8 Lowry, D 1 1 Malone, G 8 8 Malone, G 1 1 McKeown, M 8 3 Morgan, M 1 1 McNulty, J 8 7 McAnallen, M 1 1 Miller, T 8 5 McNulty, J 1 1 Morgan, M 8 8 O’Sandair, R 1 1 Robinson, M 8 8 Robinson, M 1 1 Russell, V 8 7 Robinson, P 1 0 Toner, D 8 8 Russell, V 1 1 Veighey, J 8 8 Toner, D 1 1 Veighey, J 1 1

Officers Officers Chairperson: M Morgan Chairperson: M Morgan Vice Chairpersons: T Creaney Vice Chairpersons: T Creaney S Harvey S Harvey

Standing Orders Committee Standing Orders Committee

M McKee, B White B White, M McKee, B Dornan

Secretariat and Committees ix Public Officers Group Attendance of Members and Officers at Executive Committee Meetings January to December 2018 Name Possible Actual Austin, D 5 2 Booth, B 5 3 Crawford, B 5 5 Dowds, E2 3 0 Duffy, L 5 3 Killen, T 5 4 Largey, G 5 2 Lawlor, G 5 5 Lawlor, P1 1 0 Loughran, K1 3 0 Maguire, D 5 4 McConville, S1 4 1 McKeegan, J 5 4 McKinstry, H1 2 2 McQuillan, S 5 4 McSherry, H 5 5 Mulholland, P 5 4 Mullan, G 5 4 Murdock, J 5 5 O’Doherty, K2 3 0 O’Hagan, L 5 4 Rea, A 5 4 Richards, S 5 4 Scott, J 5 3 Smyth, B 5 1 Walsh, J 5 5

Officers Standing Orders Committee Chairperson: A Rea E McLaughlin Vice Chairpersons: K Loughran D Maguire3 B Booth

1. Resigned during the year. 2. Deemed to have resigned due to non-attendance without apology. 3. Appointed following resignation of K Loughran.

Annual Report 2018 x All other Representations & Committees

Health and Social Services: Representation on Health and Social Services Trade Union Forum 31st December 2018

K McCabe B Smyth

Education Authority: Representation on the Education and Library Boards Joint Council, 31st December 2018

K Graham B Booth H McSherry

P Mulholland J Murdock J Scott

Northern Ireland Housing Executive: Joint Consultative and Negotiation Committee, 31st December 2018

B Cassidy B Graham P Mackel (HQ Official)

J McCaffery C McConaghy S McDaid (Trade Union Side Secretary) (Assistant Trade Union Side Secretary)

E McLaughlin S McMahon W Mulholland (Vice Chairperson)

L O'Hanlon (Chairperson)

Secretariat and Committees

Resolutions and Motions xi

General Conference Resolutions adopted and Motions remitted Resolution No.1 Resolution No.6 Called on the General Council to outline a real needs- Instructed General Council to campaign for adequate based budget solution for the Northern Ireland funding for child and adult diagnostic and intervention Assembly to operate, organise collective opposition to services, including continuation of care for teenagers impose an austerity agenda on the northern economy, whose support currently ends when they become too expose the propping up of the Tory Government within old for the children’s service. a confidence and supply arrangement and halt the future privatisation of public service contracts. Referred to General Council and Health and Education Panels. Referred to General Council and worked with NIC ICTU as appropriate. Resolution No.7 Called on the General Council to affiliate NIPSA as a Resolution No.2 trade union to Health Campaigns Together, to create Called on the General Council to begin a campaign of strong campaigning links with HCT affiliated unions in pressure on the DUP to end the confidence and supply defence of our health service. deal. Affiliated to Health Campaigns Together. Referred to Executive Committees and General Council. Comprehensive Resolution No.10 Instructed the General Council to consider what Resolution No.3 practical help NIPSA can offer homeless people as part Called on the General Council to campaign for extra of a broader campaign to tackle homelessness. funding in the overall budget and raise awareness with the public about the cuts across all sectors and how it Referred to NIHE Central Panel and General Council. impacts on them and their families, not only now but into the future. Emergency Resolution No.1 Referred to Executive Committees. Called on the General Council to support any campaign that would be mounted to save special needs schools and ensure that the needs of the children are the focus Resolution No.4 in any upgrading of facilities and the staff that support Instructed NIPSA to engage with NISCC and HSC them, should the Education Authority push forward employers and other trade union and professional with closure of special needs schools. bodies regarding the NI Hyponatremia Inquiry Report. Referred to Education Panel. Referred to Health Central Panel. Composite Resolution No.11 Resolution No.5 Called on the General Council for a re-commitment to Instructed the incoming General Council to remedy the opposing both the underlying ideology and exploitative General Council’s failure to act on agreed Conference practice of privatisation/outsourcing. This should also policy to organise and campaign for members in the involve a challenge to existing private sector contracts Voluntary and Community sector. within the public sector and a campaign to have such services returned in-house which supports the Referred to Public Officers Group Executive NIPSA policy of a socialist economy and a return to Committee and to engage with Branch 725 to the re-nationalisation of outsourced companies and progress the campaign for members in the Voluntary organisations. and Community Sector. Resources provided to the branch to build the campaign. Referred to General Council and NIC ICTU.

Annual Report 2018 xii

Resolution No.12 Referred to NIPSA’s Finance Committee. Worked continued throughout the year to implement, where Instructed NIPSA to reject and oppose charging for possible, the 18 recommendations contained within social care at all levels within the HSC system and to the report. At the year end all the recommendations build alliances in any public forums and communities were implemented with the exception of those across the North to campaign for the rejection of connected to the IT Strategy and the Staffing Review. charging for domiciliary social care. Also for NIPSA to publicly write to the Chief Executive of the HSC and his senior leadership team to consider their positions if the Motion No.21 Department of Health implement this proposal. Instructed the General Council to investigate and seek to implement the ability for members to use online digital Wrote to Chief Executive HSC and referred to NIPSA voting in future General Council elections and ballots, Health Panel. including pay ballots.

Resolution No.13 Referred to General Council. Called on the General Council to support the reform of the Petition of Concern mechanism to one in which Motion No.22 it protects human rights and civil rights and not as a Called upon the General Council to actively begin a discriminatory veto. process to reinvigorate and enthuse the membership with the stated aim of increasing participation in future Referred to General Council and paper produced General Council elections. setting out options for a reformed Petition of Concern. Referred to General Council.

Resolution No.14 Resolution No.23 Instructed the General Council to take the necessary Called on the General Council to carry out an appraisal steps to affiliate to the Campaign Opposing Police to include a cost analysis of technology needs in the Surveillance (COPS). Regional Office to assist members in the North West. Affiliated to the Campaign Opposing Police Implement as part of overall IT strategy. Surveillance (COPS). Resolution No.24 Resolution No.17 Called on the General Council to offer full and vigorous Called on the General Council to instigate a campaign support to the Union Learning Committee NIPSA ULRs. to ensure members across the civil and public services are given the same pension scheme rights as their co- Referred to the Union Learning Committee. workers, that there are no two tier pension schemes and that this campaign takes all forms, up to and including Resolution No.26 industrial action. Instructed the General Council to devise a short and Referred to Public Officers’ Group Executive effective training course designed specifically to equip Committee and Education Panel. members to engage with all aspects of Conference, including confident public speaking. Composite Resolution No.20 Referred to General Council. Instructed the General Council to continue with work in the incoming year to ensure that NIPSA’s finances and the reporting standards behind them are robust and ensure the best use of members’ money.

Resolutions and Motions xiii

General Conference Resolutions adopted and Motions remitted Composite Resolution No.30 Resolution No.36 Instructed the General Council to reinvigorate its Called the General Council to have an information campaign of opposition to the Government’s Welfare gathering Branch consultation exercise, with a view to Reform proposals and to work alongside other a motion being brought to Conference the following trade unions, community groups and civil society year on adopting a formal position of filling posts with organisations in a campaign against Welfare Reform substantive public sector workers and if necessary, to proposals and finally to campaign to abolish the then lobby for a change in the recruitment practices privatisation of the assessment process and bring that and policies of all employers across the public sector to work back in-house to be completed by appropriate reflect this position. medical professions. Referred to General Council. Referred to NIC ICTU and engage with community groups and civil society organisations. Resolution No.37 Called on the General Council to campaign against Resolution No.31 Recruitment Agency use in the public sector, ensure Called on NIPSA to fight against all cuts and to campaign these workers enjoy basic employment rights and are for the protection and provision of free school meals for able to be represented. Lastly they should be included children whose parents and guardians are on benefits. in our recruitment campaigns to organise all within our workplaces. Referred to Education Panel and General Council. Referred to General Council Resolution No.34 Comprehensive Resolution No.41 Instructed the General Council to put in place more robust cross sectoral arrangements to protect the Called the General Council to engage with the Public interests of members against a public sector wide Health Agency and other professional and support Shared Services Programme. groups to campaign for additional resources to be made available and to raise awareness across the community Advised that the Programme Board of the Public about the benefits of seeking assistance for anyone who Sector Shared Services Programme had decided not is suffering from depression. to progress with the Public Sector Shared Services Programme. The Business Case to support this Engaged with Public Health Agency. requested by NIPSA. Resolution No.109 Resolution No.35 Called on NIPSA to make representations to all Assembly Called for the development of a campaign that re- Parties making clear that NIPSA will oppose on principle, affirms the first line of public service defence starts in any attempt to use the decisions of the previous each workplace where vacancies are not filled. Secondly mandate to advance a ‘pretend’ transformational for NIPSA and its wider allies to challenge the ideology agenda without the essential levers of democratic underlying this economic trend and make the case involvement and control on key decisions and to oppose for funds to be made available for a progressive, long proposals produced by the Department under the fig term and strategic operating model for public service leave of TIG and TAB. Finally Conference Called NIPSA delivery. to open discussions with our sister HSC unions through NIC ICTU Health Committee with the objective that this Implemented as policy. position becomes the trade union position for all. Referred to NIC ICTU and the Health Central Panel.

Annual Report 2018 xiv

Resolution No.42 Resolution No.52 Called on the General Council to explore current support Instructed the General Council to resist all attempts afforded to bereaved families who have suffered a to weaken the current arrangements and rights for all family death by suicide and to campaign for additional NIPSA representatives for paid time off. resources to be made available by Government. Referred to Civil Service Group Executive Committee Referred to General Council and Health Central Panel. and indicate support from General Council.

Resolution No.43 Resolution No.55 Called on NIPSA to stand with Sling the Mesh Northern Instructed the General Council to campaign against the Ireland to demand that the use of all polypropylene persecution of the Rohingya people in Myanmar and mesh implants are banned and to campaign for demand the UK Government does more to help them. compensation for those whose lives have been affected by polypropylene mesh implants. Wrote to the UK Government and refer to the NIPSA Global Solidarity Committee. Referred to NIPSA Equality Committee. A series of measures in support of the campaign have been Resolution No.56 outlined. Instructed the General Council to redouble its efforts to reach out to and work with trade unions and Resolution No.44 democratic working class organisations who stand Called on General Council to campaign for additional with the Palestinian people to end the illegal apartheid funding to aid transitions for young people leaving care. occupation. Referred to Health Central Panel. Engaged via TUFP and engage directly with relevant Palestinian Trade Unions. Resolution No.45 Composite Resolution No.57 Called on the General Council to actively promote the NHS Organ and Tissue Donation Register amongst the Called on the General Council to support and promote membership and to support a policy of ‘opt out’ of organ the introduction of an Irish Language Act and legislation donation which would save hundreds of lives a year. for the development and enhancements of Ulster-Scots language, heritage and culture, to recognise, to protect Engage with DoH on the issue of NHS Organ and and to promote the rights of our Irish Language and Tissue Donation Register and pursue as policy. Ulster-Scots minority communities and campaign within civic society on this matter. Resolution No.48 Referred to General Council. Instructed the General Council to develop an overarching strategy to deal with the crisis in public sector pay to Resolution No.58 ensure that workers no longer pay the price of austerity and also to develop a public sector pay strategy which Called on the General Council to support the rights of the will include real and meaningful engagement with Syrian refugees and to call for the release of the funds members across the union. promised, to ensure resources can be made available to enable these children to reach their full potential. Referred to Executive Committees and liaised with other unions as appropriate. Referred to NIPSA Education Panel.

Resolutions and Motions xv

General Conference Resolutions adopted and Motions remitted Resolution No.59 Resolution No.72 Called on the General Council to write to the Jobstown Called for the immediate release of a General Council protestors congratulating them on their victory and sub-committee report regarding the expulsions of to ensure lessons are learned from the Jobstown two NIPSA members (since reinstated), to be issued to Campaign which can be carried forward in the defence Branches. of our public services. Referred to General Council and legal advice sought. Wrote to Jobstown Campaign Group. Resolution No.73 Resolution No.60 Instructed the General Council to immediately cease Instructed the General Council to support the revolution the procurement of non-recyclable plastics for NIPSA in Rojava and to end all military aggression along the promotional material. Syrian/Turkish border; an end to human rights abuses and military operations against the Kurdish people; an Actioned. end to criminalisation of Kurdish activists in Western Europe and the immediate release of Abdullah Ocalan Resolution No.74 from prison in Turkey. Instructed the union to, where possible, replicate events Referred to NIPSA Global Solidarity Committee. run in NIPSA HQ in the North West and utilise the Regional Office for the purpose. Resolution No.63 Referred to General Council. LGBT event held in Called on the General Council to initiate, through the Derry/Londonderry to raise the profile of the NIPSA ICTU, a campaign to ensure that all of our members’ Group and issues on the eve of Foyle Pride. rights are protected throughout and subsequent to the UK leaving the EU. Resolution No.75 Referred to NIC ICTU. Asks that the General Council ensure there are proper resources from NIPSA to ensure NIPSA best represents its members. Resolution No.67 Constitutional amendments to Objects, Rule 1.3 after Referred to General Council and to consider as part current Rule 1.3(f) add: “1.3(g) To promote independent, of staffing review. An additional Assistant Secretary cross-community, anti-sectarian trade unionism.” post on the Public Officers’ Side of the union created and three temporary Higher Executive Officer posts Consequently the existing Rule 1.3(g) will become (for 6 months) until 30 June to provide for backfilling 1.3(h). of a number of vacancies.

Rule Book Amended Comprehensive Resolution No.79 Called on the General Council to consider how NIPSA Resolution No.71 should address the issue of the menopause across all Called for the General Council to develop a strategy to employment areas, including raising with employers aid reps in the recruitment of Agency staff which should appropriate ways to address menopause related include research into reducing subscriptions in line with absences and also to consider the publication of a the service we are able to offer them. guide for Branches and activists to assist female members in the workplace and to bring about improved Referred to General Council. working conditions for women who are going through menopause.

Annual Report 2018 xvi

A NIPSA Menopause Guide and sample policy Resolution No.84 produced and issued to branches. Instructed the General Council to develop a campaign to raise awareness in the workplace of the #MeToo Composite Resolution No.80 Campaign. Called on the General Council to give consideration to supporting the work of pro-choice groups and facilitate Referred to NIPSA Equality Committee. Incorporated demonstrations of trade unions and pro-choice into Equality Committee work programme for campaigners in Northern Ireland. 2018/19.

Action ongoing. Resolution No.87 Called the General Council to produce a specific Resolution No.81 booklet for members and Branches facing threats and Instructed the General Council to initiate a broad based intimidation by paramilitary groups offering advice on; campaign to pressure both NI politicians and the engagement with management bodies, communication Westminster Government to introduce legislation that and media, lobbying political representatives and civic gives full equality to LGBT people. leaders, contacts with the wider union movement and up to and including advice on preparing and engaging Continued to support the Love Equality Campaign in industrial action, as an assistance toward the and develop a campaign strategy to further NIPSA’s eradication of the risk to members. broader LGB&T equality aims with regards to a sexual orientation strategy, gender equality strategy, Blood Referred to General Council and Health and Safety Ban and employment rights around surrogacy, IVF Committee. treatment and maternity/paternity. Resolution No.88 Resolution No.82 Called the General Council to put pressure on employers to adhere to the legislation led out by the Health and Instructed the General Council to make eliminating Safety Executive (NI), to hold them to account and to the Gender Pay Cap a priority in the coming year by ensure facility time for Health and Safety reps to carry identifying areas where equal pay cases may exist, out their role is protected. challenging employers on continued discrepancies and implementing a campaign around the issue. Referred to Executive Committees. Referred to Executive Committees and NIPSA Equality Committee. Comprehensive Resolution No.89 Called on the General Council to revisit its “Stress at Work” Motion No.83 guidance and to initiate a fresh series of engagements with employers across all employment areas to ensure Called upon the General Council to campaign for the that management have an up-to-date Health and Well- introduction of gender-neutral toilet facilities in all Being Strategy and that all managers are appropriately Government buildings. trained on how to deal sympathetically with staff who are suffering from stress and mental health issues in the Agreed to examine guidance produced by workplace and to ensure that all vacant posts are filled GenderJam, Sail and Youthnet for schools, colleges to reduce pressures on staff. and youth groups and other areas of best practice and produce a paper for consideration by the General The terms of the resolution were addressed as part Council. of the 2018 NIPSA Health and Safety Conference programme. It was also agreed to revisit ‘The Perfect Storm: Stress at Work’ Guide to determine if any changes were necessary to reflect the terms of the resolution.

Resolutions and Motions xvii

Civil Service Conference Resolutions adopted and Motions remitted Resolution No. 1 Motion No.6 Noted the terms of NIPSA’s NICS Pay Claim for 2018/19. Called for an improved Salary Advance Scheme for Called on the Civil Service Group Executive Committee members in NICS similar to that offered to PCS members to continue to oppose any attempts to impose a pay in DWP. increase. Referred to CWC Trade Union Side. Referred for discussion by Executive Committee and to inform negotiations at CWC. Resolution No.9 Called for the consideration of all casual temporary Resolution No 2 service for the purpose of final pension calculations. Noted that many Arms Length Bodies do not receive the NICS pay agreements until months after. Called on Referred to the NICS Pension Forum. the Executive Committee to take all necessary steps to ensure that members in Arms Length Bodies receive Resolution No.10 their pay increase at the same time as their civil service colleagues. Called for measures to be taken to ensure that members will not again suffer financial loss because they were Referred for discussion by the Executive Committee temporarily placed in the higher pension tier for one and to inform negotiations at Central Whitley Council month. (CWC). Referred to NICS Pension Forum and CWC Trade Union Side. Resolution No.3 Noted that many agency staff are not given pay Resolution No.13 progression increases in a timely manner. Called on the Executive Committee to pressure management to Noted the impact of the re-organisation of the HR ensure that staff employment by recruitment agencies function of NI Civil Service since the inception of NICS HR are paid and pay arrears in a timely manner and which has resulted in HR matters being considered and appropriate safeguards are put in place to future proof actioned by DoF staff irrespective of which department the timely payment of these arrears. the member is employed by. Called on the Executive Committee to investigate this issue, seek the necessary Pursued with Permanent Secretary of DoF and legal advice as to who the employer is and report back referred to CWC Trade Union Side. to branches. Relevant legal advice sought and reported back to Resolution No.4 branches. Called for a public call for the immediate return of MLAs to Stormont. Resolution No.14 Executive Committee to consider. Called for negotiation with Management Side to ensure that letters from NICS HR issued to line managers only, contain outcomes and no further information in relation Resolution No.5 to the investigation and members receive a copy of their Called for the Civil Service Group Executive Committee to formal decision along with the outcome letter. promote the NDPB’s as examples of highly professional, skilled organisations that deserve proper pay. Referred to CWC Trade Union Side. Executive Committee to consider.

Annual Report 2018 xviii

Resolution No.15 Resolution No.27 Called for improved terms and conditions for members. Noted that too many posts in NICS are being filled by agency workers and very selective internal trawls or Referred to CWC Trade Union Side. external recruitment. Called on the Executive Committee to oppose this management backdoor policy of ageism Resolution No.16 and favouritism. Called for the Executive Committee to put pressure on Referred to CWC Trade Union Side. Management Side to actively encourage job sharing and alternative working patterns. Resolution No.30 Referred to CWC Trade Union Side. Welcomed the decision to establish a Professional and Technical Disciplines Consultative Committee. Called on Resolution No.18 the Executive Committee to ensure priority was given by the Consultative Committee to an appropriately worded Called for the Executive Committee to begin to negotiate Professional and Technical Competence to the NICS a new managing attendance policy which has members’ Competence Framework. interests at heart and has enhanced protection for those living with disability and long-term health issues. Draft Constitution and P&T Consultative Committee established. Referred to CWC Trade Union Side.

Resolution No.19 Resolution No.33 Noted that agency workers within the NICS have not Noted that the NICS HR Connect contract will cease in been provided with sufficient information to enable 2020. Called on the Executive Committee to vigorously them to determine which parts of the NICS Handbook oppose the renewal of the contract and to campaign are applicable to them. Called on the Executive for the return of all functions to NICS, to recruit HR Committee to provide our members, who are agency Connect staff and to investigate the possibility of TUPE workers, with clear details as to what they are entitled arrangements. to in the NICS Handbook and with justified reasons as to why certain parts of it are not applicable. Noted as policy and raised with NICS HR.

Referred to CWC Trade Union Side. Motion No.39

Resolution No.23 Noted the lack of transparency in the Elective Transfer Process. Called for a standardisation of the format Noted that NICS HR has attempted to change the mileage of “informal discussions” with due regard given to paid to members when travelling on official business. guidance produced by the Equality Commission. Called on the Executive Committee to urgently resolve the issue by industrial action if necessary, to ensure Referred to CWC Trade Union Side. members receive all payments that they are entitled to when travelling on official business. Resolution No.40 Referred to CWC Trade Union Side. Noted the amount of elective transfers that have been blocked throughout the NICS. Called on the Executive Resolution No.26 Committee to raise with NICS HR the fact that no Called on the Executive Committee to continue the statistics or records have been kept on how many campaign to have aptitude tests and Line Manager elective transfers have been approved or rejected. Assessments removed from all internal promotion Referred to CWC Trade Union Side. competitions. Referred to CWC Trade Union Side. Resolutions and Motions xix

Civil Service Conference Resolutions adopted and Motions remitted Resolution No.41 Noted the voluntary redeployment of NI Assembly staff. Called on the Executive Committee to continue supporting the branch, to campaign for the protection of these members and return back to NICS of these members if the NI Assembly collapses. Continued contact with branch and negotiate for permanent transfer of staff when appropriate.

Resolution No.42 Noted continued use of agency staff and sometimes in management roles. Called on the Executive Committee to engage with NICS Management to ensure that agency staff are not put in a position where they have personnel managerial roles of substantive NICS staff. Referred to CWC Trade Union Side.

Resolution No.45 Noted the increase in members reporting mental health and stress at work issues. Called on the Executive Committee to call for a review of current sick absence policies and procedures to recognise and deal effectively with the issue of mental health. Resolution No.46 Called on the Executive Committee to negotiate for the introduction of a menopause policy within the NICS. Continued to pursue via CWC Equal Opportunities Committee.

Resolution No.47 Noted the recent withdrawal of OHS services from Ballykelly. Called on the Executive Committee to ensure that provision remains for members in the North West to attend OHS appointments in a suitable venue in the North West. Continued to pursue as policy.

Resolution No.48 Called on the Executive Committee to engage again with NICS Management to pursue the installation of AED defibrillators in every NICS building and the provision of training of staff in their use. Referred to Departmental Trade Union Side.

Annual Report 2018 Headquarters Organisation Chart at 31st December 2018 xx

Assistant Secretary Antoinette McMillen: Department of Justice, Department of Infrastructure, Invest NI, Police Service of Northern Ireland, Public Prosecution Service.

Assistant Secretary Vacant: Department for Agriculture, Environment and Rural Affairs, Department of Health, Department of Finance, The Executive Office, Agri-Food and Biosciences Institute (AFBI), Northern Ireland Assembly, NIPSA IT Consultative Committee (ITCC). Deputy General Secretary: Civil Service Group Assistant Secretary Vacant Vacant: Department of Communities, Department of Economy, Department of Education, NI Water.

Policy and Research Officer

John McVey: Development of research on political and public discussion impacting on the public sector.

General Secretary Alison Millar

Assistant Secretary Kevin McCabe: Health Service and the Voluntary and Community Sector. Joint Secretary HSC bodies.

Deputy General Secretary: Public Officers’ Group

Kieran Bannon: Public Officers’ Group including Health, Housing, Local Government, Libraries NI, Education Authority and the Further Education Sector, Voluntary and Community Sector. NIPSA Regional Office, Derry.

Assistant Secretary

Paddy Mackel: Housing, Local Government and Libraries NI.

Assistant Secretary

Vacant: Finance and NIPSA Pensions Scheme, Membership, Branch Organisation and Recruitment, Conferences, Buildings and Insurance.

Assistant Secretary Geraldine Alexander: Equal Opportunities, Human Rights, Global Solidarity, HQ Office Services, Health and Safety, Youth, LGB&T. Higher Executive Officer Executive Officer

Dooley Harte: Aramark, Construction Industry Training Board, Cross Border Bodies, Aidan McDonnell Probation Board, Northern Ireland Authority Utility Regulator, Northern Ireland Commission Advice and Information Unit, for Children and Young People, Northern Ireland Human Rights Commission, NSL, Tourism Servicing of General Council. Northern Ireland, Commissioner for Complaints, Electoral Office and Equality Commission. Executive Officer Higher Executive Officer

(temp) Mairead Donnelly Ryan Wilson : SERCO, National Museums Northern Ireland, Sports NI, Health and Legal and Membership Services, Servicing of Safety Executive, Noonan (NICS contract), NI Audit Office, United Dairy Farmers, Labour Public Officer Group Executive Committee. Relations Agency, Police Federation, Police Ombudsman, Armagh Planetarium, Arts Council, Northern Ireland Screen and the General Consumer Council. Executive Officer

Terence McAteer Graphics, Publications and Web.

Higher Executive Officer

Terry Thomas: South Eastern Trust, Belfast Trust, Statutory and Voluntary Bodies.

Higher Executive Officer Executive Officer Tommy Brownlee: Southern Health Trust, HSCB, BSO, RQIA, PCC, Statutory and (temp) Health Voluntary Bodies. Natalie Aspin Organisation and Recruitment. Higher Executive Officer Catherine Arkinson: Northern Health Trust, Housing Associations, Statutory and Voluntary Bodies.

Executive Officer Higher Executive Officer Kevin Kelly: Education Authority: (South Eastern and North Eastern Regions), CCEA, CCMS, Wendy McCallum Queen’s University, Stranmills College, South Eastern and Southern Regional Colleges. Membership Records and Systems. Higher Executive Officer Education Education Róisín Graham: Education Authority: (Belfast Region), Northern Regional College, Belfast Metropolitan College, Linehall Library, Libraries NI, NICIE, NIPSA Union Learning Project Coordinator. Executive Officer

Higher Executive Officer (temp) Claire McDonnell Kim Graham: Newry, Mourne and Down, North Down and Ards and Armagh, Banbridge and Finance. Craigavon Councils, NI Fire and Rescue Service, SERCO, NILGOSC and Local Government Staff Commission.

Higher Executive Officer (temp) Naomi Connor : Antrim and Newtownabbey; Lisburn and Castlereagh, and Belfast Housing/Local Gov Housing/Local Councils and Greenwich Leisure Limited (GLL), NIPSA Training.

Higher Executive Officer Alan Law: Western Health & Social Care Trust, North West College, Causeway Coast & Glenns, Derry & Strabane and Mid & East Antrim Councils.

Higher Executive Officer Joan Munton: Education Authority (Western Region), South West FE College, Fermanagh Executive Officer

Regional DerryRegional Office & Omagh and Mid Ulster Councils. Lesley Anne Scott Office Services and servicing of the Civil Service Group Executive Committee.

Section A NIPSA Headquarters 2 General Issues A1 Amnesty International During January and February a good deal of lobbying took place particularly in the House NIPSA renewed its affiliation to Amnesty Interna- of Lords and House of Commons on the EU tional UK maintaining strong solidarity links with Withdrawal Bill, with a particular focus on the individuals and trade unionists fighting for basic protection of rights and the Belfast/Good Friday human rights worldwide. Agreement. Work also continued with groups NIPSA donated £200 towards the Amnesty Inter- across the UK through the Withdrawal Bill Alli- national UK appeal to help end child labour in ance for a Brexit that protected rights. The Human Rights Consortium successfully had an cobalt mines in the Democratic Republic of Congo. amendment moved in the House of Lords, but it NIPSA continued to respond to other urgent ultimately did not go forward. action requests and appeals in support of trade unionists and individuals under threat of death, In March members of the Consortium were in abduction or imprisonment because of their trade Westminster to lobby Peers, MPs and Shadow union activities and other human rights issues. Ministers about the importance of the Belfast/ Good Friday Agreement in all its parts and the Finally, articles highlighting Amnesty’s work on need for a Northern Ireland Bill of Rights. human rights issues continued to be featured in NIPSA News and NIPSA Global Solidarity News- In April a seminar was hosted to mark the letters. 20th anniversary of the Belfast/Good Friday Agreement which included reflections on the outstanding provisions of the Agreement. A A2 Bill of Rights follow-up seminar was held in December as part NIPSA, through its membership of the Human of the Northern Ireland Human Rights Festival. Rights Consortium, continued to engage with In May a meeting took place with the Tánaiste and local parties as well as representatives of the party leaders/Brexit leads to reinforce the need UK and Irish Governments to fulfil their obliga- to protect rights and the Belfast/Good Friday tions under the Belfast/Good Friday Agreement Agreement in Brexit negotiations and the need to introduce a Bill of Rights for Northern Ireland, for a Northern Ireland Bill of Rights. Consortium especially in the context of Brexit. members also met with the UN Special Rappor- In January the Human Rights Consortium teur on Racism and raised the continued, and published an extensive report ‘Rights at Risk indeed renewed, need for a Northern Ireland Bill in the Brexit Process’ which was based upon of Rights. academic research and outreach with Consor- In June a submission was sent to the Pre-Ses- tium members and their service users. The sional Working Group of the UN Committee main areas of concern which were highlighted on the Elimination of Discrimination Against included: Women, calling once again for rights to be real- ❚❚ Rights and the peace process; ised through a Bill of Rights for Northern Ireland ❚❚ Rights that exist in EU law; Throughout the autumn the Consortium ❚❚ Rights dependent on reciprocity and continued to deliver a series of workshops membership of the EU; across Northern Ireland about the impact Brexit will have on rights and what can be done. The ❚❚ Impacts of EU funding; events were hosted in conjunction with other ❚❚ Access to European networks; organisations such as the North West Commu- nity Network, Environment Link and the Centre ❚ ❚ Identity, both in terms of community identity for Cross Border Studies. in Northern Ireland and EU/EEA nationals in Northern Ireland. In September a submission was sent to the UN Special Rapporteur on Extreme Poverty which A Bill of Rights for Northern Ireland was focused on the need for socio-economic rights suggested as one of the best tools to protect to be available in domestic legislation, ideally these rights. through a Bill of Rights for Northern Ireland.

Annual Report 2018 3

In October a submission was sent to the Joint childcare would bring about for children, Committee on Human Rights as part of their families, childcare providers and society as a inquiry into 20 years of the Human Rights Act. whole. In November the Consortium formed part of a b. Engagement took place with political parties women’s delegation to Brussels, bringing the and stakeholder groups. message that a Bill of Rights for Northern Ireland c. A draft motion was produced and communi- was necessary to secure rights post-Brexit to ties were encouraged to table the motion at European Parliamentarians and members of Task- Council meetings. force 50. In addition, the Consortium hosted the d. A Family Fun Day was organised on 17 UN Special Rapporteur on Extreme Poverty and November 2018. NIPSA had a stand at the Human Rights for a round table on Brexit and event and donated £100 towards organising Rights during his visit to the UK. The Consortium costs. were one of a range of groups at this event calling for the Bill of Rights for Northern Ireland as a way The next stage in the campaign was to deliver to get legally enforceable socio-economic rights a conference in March 2019 which looked at and also to stave off the rights-reduction of the strategic policy and planning around childcare Brexit process. As part of the ongoing engage- with a view to engaging a wide range of policy ments with local parties, a training session was makers from all the departments. provided for Sinn Féin staff and politicians at Stor- Childcare Voucher Scheme: NIPSA supported mont on the Bill of Rights for Northern Ireland, its Employers for Childcare campaign to keep the significance and potential uses. Childcare Voucher Scheme open to new entrants In December the Consortium coordinated the after 4 October 2018 cut off date. The following seventh Northern Ireland Human Rights Festival. action was taken: The aim of the festival was to use creative events a. An e-zine was issued in June 2018 to branches in order to get the public involved with human and members were encouraged to contact rights. As part of the festival the Consortium their MP to ask them to put pressure on the held an event which looked at the Belfast/Good Government to keep childcare vouchers open Friday Agreement 20 years on and the unful- permanently. A further e-zine was issued in filled elements, including the Bill of Rights for September 2018 reminding members about Northern Ireland. the cut-off date and asking them to take action to save childcare vouchers. A3 Equality Committee b. An article was produced for NIPSA News. Equality Committee: Regular meetings of the Sling the Mesh Campaign: Women from Committee were held throughout the year. The Sling the Mesh, a grassroots campaign led by key action areas were as follows: women affected by vaginal mesh implants, gave Childcare for All Campaign: As reported in an awareness raising session to the Equality Section A3 of the 2017 Annual Report NIPSA Committee at a meeting in March 2018. In formed part of a new coalition, representing support of the campaign the following action the community and voluntary sector, trade was taken: unions, children’s services and others, calling a. Issued an e-zine to branches. for universal childcare that meets the needs of b. The General Council donated £100 to the children, their family, childcare workers and campaign group. providers. The Childcare for All campaign was launched on 1 May 2018 in the Long Gallery, c. A fringe meeting was held at the ICTU Parliament Buildings, Stormont. As part of the Women’s Conference in June 2018. campaign the following action was taken: d. An article was included in the May edition of a. A Childcare Charter was produced which the Equality Newsletter. set out the positive outcomes that universal

General Issues A 4 General Issues In furtherance of the campaign aims NIPSA a refresher session on the law that bans disa- wrote to Richard Pengelly (Permanent Secretary bility discrimination against disabled employees for Department of Health), Dr Michael McBride and jobseekers. The session also focused on (Chief Medical Officer) and Dr Paddy Woods the reasonable adjustment duty and how the (Deputy Chief Medical Officer) calling for the duty may apply to absence management proce- purchase of a translabial scanner which can be dures. A series of posters were developed high- used to diagnose women who were suffering lighting hidden disabilities and were issued to from complications as a result of vaginal and branches and posted on the website. The NIC/ pelvic mesh implants. A reply was received ICTU Disability Committee was reconstituted confirming a scanner was being purchased for and Paul Cobain and Tina Creaney were elected use in the Belfast Health and Social Care Trust. to represent NIPSA. NIPSA was also represented NIPSA Menopause Guide: In furtherance of at the 2018 ICTU Disability Seminar on 1 and 2 the aims of Comprehensive Motion No 79, which February 2018 in Portlaoise. was adopted at the 2018 NIPSA Annual Dele- Racism/Migrant Workers: To coincide with gate Conference, a guide and sample policy was International Day for the Elimination of Racial produced. The guide aimed to assist branches Discrimination (21 March 2018) a series of and activists in supporting female members posters and a leaflet was produced and issued in the workplace and to bring about improved to branches. To coincide with Refugee Week working conditions for women who were (18/24 June) and in furtherance of the aims of going through the menopause. The guide was Motion No 44, which was guillotined at the 2017 launched to coincide with World Menopause NIPSA Annual Delegate Conference, an event Day on 18 October 2018. was held on 19 June 2018 in NIPSA Headquar- Domestic and Sexual Violence and Abuse: ters. The event examined ways to support refu- NIPSA was part of a Task and Finish Group estab- gees and asylum seekers and a series of actions lished to deliver Action 6 of the year-two Action were identified and under consideration by the Plan under the strategy. The group was tasked to Committee. The NIC/ICTU BME Committee was produce guidance for employers on developing reconstituted during the year and Sean Paul a workplace policy. The guidance was launched Conlon and Edith Toppon were appointed as at an event in Belfast City Hall on 22 November NIPSA’s representatives on the Committee. 2018. Abortion Law Reform: NIPSA continued to NIPSA also submitted a detailed response to support the Alliance for Choice Trust Women the Department of Justice consultation on the campaigned calling for free, safe and legal introduction of Domestic Homicide Reviews in access to abortion in Northern Ireland. NIPSA Northern Ireland. supported a series of actions calling for Abortion Law reform in Northern Ireland and took part in NIPSA continued to be an active member of the a number of pro-choice rallies and demonstra- Belfast, Northern, Western and Southern Area tions throughout the year. A representative from Domestic and Sexual Violence and Abuse Part- Rosa also spoke at the NIPSA Annual Delegate nerships. Conference. Disability: A major focus of the Committee was Working Carers: To coincide with Carer’s Week raising awareness of issues faced by members (12-18 June 2018) the NIPSA Equality Committee with disabilities, engaging with NIPSA Disability launched a sample carers policy and guidance Champions and equipping NIPSA branch repre- for branch representatives. Also to coincide sentatives and Disability Champions to deal with National Dementia Carer’s Day a Dementia with the many issues they encountered. The Awareness Training session was held on 4 Disability Champions Forum that was set up September 2018 in NIPSA Headquarters open to continued to provide support, training and an branch representatives and members who were exchange of knowledge and experience for the carers to attend. NIPSA also issued an e-zine to Disability Champions. On 6 March 2018 Ciaran branches raising awareness of Carer’s Rights Day. Trainor from the Equality Commission provided

Annual Report 2018 5

Guidance on Breastfeeding and the Work- b. 4 donors contributed monthly through place: New Guidance on Breastfeeding and the cheques for charity creating an additional Workplace was formally launched at a NIPSA £35; and event to mark International Women’s Day on 8 c. 1 donor donated £60 annually (£5 monthly). March 2018. The guide aimed to assist branch representatives in negotiating a workplace policy The overall total number of donors was 201 to ensure that proper facilities and support was generating a monthly income of approximately provided to mothers to enable them to maintain £1339.00. breastfeeding for as long as they chose to do so. Charity Annual Report and Audited Accounts: NIPSA Equality Event: To mark International Notification was received from the Charity Women’s Day and the 100th Anniversary of Commission for Northern Ireland to submit the Women’s Suffrage an event was held on 8 March Charity’s annual report and audited accounts 2018 in NIPSA Headquarters. The theme was for the year ending 31 December 2017. John “Women of the Trade Union Movement – Past, McVeigh and Co. Chartered Accountants were Present and Future”. Keynote speakers were appointed to produce the report and accounts Sheila Nunan, President of ICTU, and Carmel which were approved by the Committee at its Gates, NIPSA President. The event traced Annual General Meeting on 21st August 2018. women’s action from the suffrage movement to The annual report and audited accounts were NIPSA’s work in getting more women involved submitted to the Charity Commission by the in the trade union movement and other areas of deadline of 31st October 2018. public life. 25th Anniversary of the Establishment of the NIC/ICTU Women’s Committee: The NIC/ICTU Fund: To commemorate the 25th Anniversary Women’s Committee was reconstituted during of the establishment of the Fund the following the year. Geraldine Alexander (Headquarters activities took place: Official) and Tina Creaney (Chairperson of the a. An anniversary poster was produced and Equality Committee) were nominated as NIPSA issued to branches along with a branch representatives. Geraldine Alexander was also secretary circular. elected as Chairperson. NIPSA was also represented at the 2018 ICTU Women’s Conference b. A celebration event was held on 11 December held on 13 and 14 June 2018 in the Killyhelvin 2018 in NIPSA Headquarters. Project part- Hotel, Enniskillen. Geraldine Alexander and Tina ners from the current projects spoke at the Creaney also attended the Women’s Council of event. the Isles on 27 and 28 September in Dublin. c. A press release was issued to coincide with the celebration event on 11 December 2018. A4 Global Solidarity Committee d. A special article was included as a centre The NIPSA Global Solidarity Committee met on a spread in the December issue of NIPSA News. regular basis throughout 2018 and dealt with a e. The 2019 NIPSA wall and desk calendars range of issues as follows: featured the anniversary. Projects: Table A1 (page 6) sets out the projects Other activities were planned to take place at being supported by the NIPSA Global Soli- the 2019 Annual Delegate Conference. darity and Developing World Fund and the total Justice for Colombia (JFC): The peace process amount contributed to date. and the implementation of the peace agree- Donors: As at 31 December 2018 the number of ment continued to be a major campaign focus. donors contributing to the Fund was as follows: During the year a new initiative, the JFC Peace a. 196 donors contributed though GAYE gener- Monitor, was launched to support the peace ating a monthly income of approximately process. The initiative was formed to provide £1299; international support and solidarity to the implementation of the peace agreement signed

General Issues A 6 General Issues Table A1: Projects Support by the NIPSA Developing World Fund

(a) Disability Aid Abroad - Employment support programme for trade union £30,000 workers with disabilities in Ethiopia (Three year project January 2016 – December 2018) Totalling £30,000 To ensure that the full range of Ethiopian trade unions – currently the Confed- eration of Ethiopian Trade Unions (CETU) which has 204,000 members – has access to accredited training of an internationally recognised standard in disability rights in the workplace, and that each of the trade unions affiliated to CETU will have its own Disability Committee, its own Disability Champion(s), and a commitment to people with a disability written into both its constitution and in each Collective Bargaining Agreement to be negotiated with employers.

(b) Centre for Global Education - Psycho-Social support to children in the Gaza £12,000 Strip through education (Three year project January 2018 – August 2020) totalling £36,000 To support delivery of education and psycho-social services to 400 children aged between 7 and 10 years in partnership with four community centres in different marginalised areas of the Gaza Strip.

(c) Tools for Solidarity - Income generation and support for artisans in £3,750 Tanzania (Two year project May 2018 – May 2019) totalling £7,500 To improve income generation for artisan workers through the provision of material, training and technical support in the Ruvama and Njambe regions in the Southern Highlands of Tanzania.

(d) United Social Welfare Society - Integrated approach to skill development £10,000 and provision of sustainable livelihood in Pakistan (six months March 2018 – August 2018) totalling £10,000 To empower vulnerable women in the areas of District Rahim Yar Khan for strengthening poultry and livestock value chains; enhancing capabilities of women farmers in the areas of UC-45 and Wah Kahan of District Rahim Yar Khan in order to increase their agricultural efficiency and productivity.

between the Colombian Government and the Trade Union Friends of Palestine (TUFP)/Palestine FARC in November 2016. As part of the initia- Solidarity Campaign: NIPSA was represented on tive a series of delegations took place during the TUFP by NIPSA General Secretary, Alison Millar year. The project was sponsored by Fórsa and and NIPSA President. The main focus of activity was supported by the Parliamentary Friends of centred on the following: Colombia, the International Trade Union Confed- a. The Northern launch of Kairos Ireland which eration and many British and Irish trade unions. took place on 29 November 2018 in the 2018 also saw the escalation in murders of social Duncairn Centre, Belfast and the Southern activists i.e. political activists, community coun- launch which was held on 5 December 2018. A cillors, trade unions, human rights defenders statement was produced. and journalists with over 220 people killed for b. A TUFP Ambassadors’ delegation took place political motives. The Committee continued to from 27 October to 4 November 2018. NIPSA’s keep a watching brief on developments with the President, Patrick Mulholland, was part of the Peace Process and took action as appropriate. delegation and plans were underway to receive a presentation on his visit in the New Year.

Annual Report 2018 7

c. A campaign to boycott Eurovision 2019 was sector to install defibrillators in the workplace established and had attracted 600 signatures and provide suitable training to workplace first from musicians and other public figures. aiders. The campaign was successful in a number d. A series of weekly protest rallies in support of areas and was ongoing. of the Great March of Return were held Annual Health and Safety Conference: The throughout the year. ninth Annual Health and Safety Conference took Campaigns and Urgent Action Requests: place on 23 October 2018 in the Wellington Park In addition to the above campaigns NIPSA Hotel, Belfast to coincide with European Health supported other campaigns and responded to a and Safety Week. The theme of the Conference number of urgent action requests from various was ‘Say No to Stress – Challenging the Employ- organisations including: Amnesty International, er’s Agenda’. The Conference programme was Labour Start; Concern Worldwide; Fairtrade built around the theme. Keynote speakers Foundation and Medical Aid for Palestine. were Martina McIlkenny from PIPs and Patrick Anderson from Aware NI who addressed delegates on mental health in the workplace. John A5 Health and Safety Committee McShane from McCartan Turkington Breen The Committee met on a regular basis Solicitors addressed the following types of throughout the year. A work programme was claims: Stress at Work and Harassment. A prac- developed and a report on the key action areas tical workshop session was delivered in the was as follows: afternoon by Janet Heath and Claire Kelly from HSENI. The workshop focused on the use of Legislation and Consultations: In April the preventative measures to control the risks asso- Health and Safety Executive for Northern Ireland ciated with work related stress through the use (HSENI) launched a three month consultation on of the HSE management standards approach. their corporate plan. A detailed NIPSA response The Conference was a major success with over was submitted by the closing date of 29 June 110 NIPSA Health and Safety Representatives 2018. across its membership base in attendance. A Newsletter and E-zine: Two e-zines and an full report on the Conference was posted on the edition of ‘Spotlight’ were produced which NIPSA website and issued to branches. covered a range of health and safety issues. NIPSA Health and Safety Representatives A6 Irish Congress of Trade Unions (ICTU) Essential Toolkit: Two new sections on Violence and Abuse at Work and Drug and Alcohol in The Biennial Conference of the Northern Ireland the Workplace were produced and issued to Committee of the Irish Congress of Trade Unions branches. (ICTU) was held in Derry/Londonderry on 11th -12th April 2018. The NIPSA General Secretary Stress and Mental Health: A NIPSA training Alison Millar and Maria Morgan were elected to event on ‘Managing Work Related Stress – The the Northern Ireland Committee with the General Management Standards Approach’ was held Secretary being elected as the Vice-Chairperson. on 12 March 2018 in NIPSA Headquarters. The session was delivered to 20 branch Health and Throughout the year members of the Northern Safety Representatives. At the year’s end the Ireland Committee, together with activists Committee agreed to revisit the NIPSA guide across the various unions met with 52 MLA’s to ‘The Perfect Storm: Stress at Work’ to deter- stress the need for the three key elements of the mine if any changes were necessary to reflect campaign: the terms of Comprehensive Resolution No 89 ❚❚ An end to the scourge of low pay and to which was adopted at the 2018 Annual Delegate promote decent work; Conference. ❚❚ Better improved investments in our public Defibrillators in Workplaces: NIPSA continued services; and to put pressure on employers within the public ❚❚ End to the 1% public sector pay cap.

General Issues A 8 General Issues There was a significant focus on the Better Work Communication: The Group continued to make Better Lives Campaign, however it was accepted significant gains in relation to their communica- that more needed to be done by affiliates to main- tion strategy. The website was regularly updated stream this work with lay activists and members. with news, articles, campaigns and publications and a series of e-zines were issued to branches. A meeting of all affiliates was planned for early 2019 to review the campaign and seek to expand Education and Awareness: One of the key stra- beyond the current focus. tegic aims of the Group was raising awareness and understanding of the issues faced by LGB&T ICTU also played a key role in setting out a posi- members. The following action was taken: tion of Brexit which would protect trading North/ South and East/West. However at the end of 2018 a. NIPSA supported the Northern Ireland LGB&T it looked likely that a No-Deal Brexit would be the Awareness Week (14-20 May 2018) and the result which would have serious ramifications for International Day of Action against Homo- jobs, people and trade. phobia (IDAHO) on 17 May. As part of the week NIPSA took part in a joint workplace Nevin Economic Research Institute (NERI): event with the Public Health Agency and The work of NERI continued throughout the year. also produced a series of slides addressing NERI assisted with some economic data and pay each of the themes for the week which were data to assist NIPSA pay claims and negotia- posted on the NIPSA website; tion. In addition a range of publications were b. NIPSA placed an advertisement in the 2018 published including the Quality of Employment Belfast Pride Festival Guide, took part in in Northern Ireland, The End of Austerity?, Immi- the Belfast Pride Fair and Parade (27 July – gration and Low Pay Northern Ireland’s Public 5 August) and donated £100 towards the Finances – Revenue Matters and Measuring Job organising costs; Quality: The Better Jobs Index. c. NIPSA took part in the Foyle Pride Festival International Solidarity: The Northern Ireland (18-25 August) and the Pride in Newry Committee continued to work closely with Trade Festival and Community Fair (27 August to Union Friends of Palestine and the NIPSA Pres- 1 September). NIPSA also donated £100 ident, Patrick Mulholland visited the West Bank towards the organising costs for both events; in November as part of a trade union delegation. d. To coincide with Foyle Pride NIPSA organised The Northern Ireland Committee continued its a training event on 24 August 2018 in the involvement in the Labour Relations Agency NIPSA Regional Office, Derry/Londonderry; Roundtable which also comprised representatives of the Confederation of British Industry (NI), Small e. Throughout the Pride Festivals NIPSA Business Federation and Chambers of Commerce. supported the LGB&T Health and Social Care Staff Forum lunchtime stalls held in various Equality: ICTU participated in seeking to work hospitals; and with a range of organisations in the progression of key equality issues including the Right to f. NIPSA supported the eleventh Annual Choose and Equal Marriage. Outburst Queer Arts Festival (8-17 November), International Transgender Day A7 Lesbian, Gay, Bisexual and of Remembrance (20 November) and World Transgender (LGB&T) Group Aids Day on 1 December. 2018 Belfast Pride Awards: NIPSA was nomi- Since the establishment of the Group member- nated in the Belfast Pride Awards under the cate- ship grew and regular meetings were held. A gory ‘Pride Ally-Unions’ and had narrowly missed new three year strategy and year one action out in obtaining the award which went to the plan was developed. The following key activities National Unions of Students – Union of Students under the strategy and action plan were under- Ireland. taken.

Annual Report 2018 9

Marriage Equality Campaign: NIPSA continued to take part in the 5th Festival of LGBT History. to support Love Equality, the campaign group The theme was ‘History 11: Peace, Reconciliation calling for civil marriage equality in Northern and Activism’. NIPSA’s submission was based on Ireland. In the absence of a functioning providing a presentation of the history of NIPSA’s Assembly the focus of the campaign turned to fight for LGB&T rights through archival source Westminster. In furtherance of the campaign and personal oral testimonies. At the year’s end the following action was taken: notification was received confirming our appli- a. NIPSA supported a Private Members Bill intro- cation was accepted. duced by Conor McGinn MP in the Commons. NICS Trans Policy and Guide for Managers: NIPSA members were encouraged to email The Group considered the draft NICS Trans the Prime Minister, Secretary of the State for policy and guidance and submitted comments Northern Ireland and the Equalities Minister to Central Whitley Council Trade Union Side for calling on the Government to back the legis- inclusion in NIPSA’s overall response. lation but on the two occasions the Bill was introduced it was blocked by the objection A8 Pensions of a single MP; Throughout the year there continued to be a b. NIPSA supported a petition by Amnesty range of developments in respect of the provi- International calling for politicians and the sion of public service pensions. These were Secretary of State for Northern Ireland to considered by the joint Department of Finance introduce Marriage Equality legislation in (DoF) and other sponsoring Government Depart- Northern Ireland without delay; ments with the NIC-ICTU Public Service Pensions c. NIPSA members attended the launch Group under the auspices of the Central Consul- event of the Civil Conversations Report on tative Working Group. Marriage Equality held on 19 April 2018 in It transpired that for all Public Sector Pension the Long Gallery, Stormont; Schemes the ‘floor cap’ was breached and as a d. Representatives from the Love Equality Coali- result at the year end a range of consultations tion attended the NIPSA Annual Delegate were taking place on how to address the ‘Floor Conference; Cap’. The details of these are reported in C1.2. e. NIPSA supported the march and rally on a. Public Service Exit Payments: In the Saturday 2 June 2018 in Belfast; and absence of a devolved administration the commitment entered into with DoF Officials f. Regular Love Equality bulletins were in 2016 that they would await the outcome issued to branches providing updates on the of the position in Great Britain before campaign, how to get involved and useful considering the possible implications for NI resources. Schemes remained. Gender Neutral Toilet Facilities: The b. Pension Contributions and Pension Increase: Committee considered the terms of Motion With effect from 1 April Public Service pension No 83, which was remitted at the 2018 Annual Delegate Conference, which called for the intro- in payment were increased by 3%, the rate of duction of gender-neutral toilet facilities in all CPI inflation as at September 2017. Government buildings. In furtherance of the The employer contribution votes for 2017/18 aims of the motion work had commenced on for the three main schemes in which NIPSA has examining guidance produced by GenderJam, members were as follows effective from 1 April Sail, Youthnet and other areas of best practice 2018. with a view to producing a paper for consideration by the General Council. Outing the Past – The Festival of LGBT History 2019: NIPSA submitted an application in October

General Issues A 10 General Issues NICS Schemes Scheme Year 1 April to 31 March 2019

Annualised Rate of Pensionable Classic Members or Classic All Other Members (Earnings (Salary Bands) Members who moved into Alpha

From 1 April 2018 to From 1 April 2018 to From To 31 March 2019 31 March 2019 £0 £15,000.99 4.6% 4.6% £15,001.00 £21,422.99 4.6% 4.6% £21,423.00 £51,005.99 5.45% 5.45% £51,006.00 £150,000.99 7.35% 7.35% £150,001.00 and above 8.05% 8.05%

HSC Full-Time Pensionable Pay used to deter- Contribution Rate (before Tax Relief) Tier mine contribution rate (gross) 1 April 2015 to 31 March 2019 1 Up to £15,431.99 5.0% 2 £15,432.00 to £21,477.99 5.6% 3 £21,478.00 to £26,823.99 7.1% 4 £26,824.00 to £47,845.99 9.3% 5 £47,846.00 to £70,630.99 12.5% 6 £70,631.00 to £111,376.00 13.5% 7 £11,377.00 and over 14.5%

NILGOSC

Band Pensionable Pay Range Contribution Rate Main Section Contribution Rate 50/50 Section

1 Up to £14,100 5.5% 2.75% 2 £14,101 to £21,500 5.8% 2.90% 3 £21,501 to £35,900 6.5% 3.25% 4 £35,901 to £43,400 6.8% 3.40% 5 £43,401 to £85,800 8.5% 4.25% 6 More than £85,800 10.5% 5.25%

Note: The above rates do not take account of pensions tax relief.

Annual Report 2018 11

Legal Cases: At the year end the Employ- considerable amount of work across the Union ment Appeal Tribunal ruled in favour of the Fire generally and within Union Headquarters in Brigade Union (FBU) case on the issue of tran- particular. This required the PRU’s substantive sitional protection arrangements. The Govern- involvement in a major in-house project the ment were considering whether to appeal this object of which was to create a number of new decision. policies (including a new NIPSA Data Protection Policy) and, where relevant to the receipt and Training: Two 3 day NIC ICTU Pension Courses retention of members’ personal information, for those interested in knowing more about create/update new/existing forms and docu- Public Service Pensions were held during the mentation to ensure compliance with the new year with the majority of those attending being regulations. NIPSA activists. A number of motions at the NIPSA Annual Dele- A9 Policy and Research Unit (PRU) gate Conference reflected general frustration at the effect ongoing political crises at Stormont An updated and expanded analysis of 2016’s were having on attempts to advance rights research into the extent and cost of the deploy- issues (in particular same sex marriage and ment of agency workers throughout the public women’s reproductive rights). The misuse of the services (the Northern Ireland Civil Service, Petition of Concern (PoC) mechanism to block the new post-RPA Councils; the Health Service, progressive, legislative advance was noted and a Libraries, NI Housing Executive and Education call made for NIPSA to campaign for PoC reform Authority) was carried out at the beginning of that would restore its original anti-discrimina- 2018 and published in June 2018. Its recom- tory purpose. In order to assist such lobbying mendations informed discussion about how the PRU produced a research booklet on the best, within all branch activity and negotiating issue at the end of December 2018. This not only fora, these costs and the disinvestment in public explored the potential for reform but also broad- service/servants they represent could be chal- ened the debate to emphasise the need for the lenged. Trade Union movement to renew a campaign for The publication of the Treasury’s Pay Remit Guid- a Bill of Rights for Northern Ireland. ance revealed that despite the rhetoric of the pay cap being “over”, pay awards were still expected A10 Public Service Defence Campaign to fall into a 1-1.5% range in addition to which Throughout the year NIPSA continued to high- productivity gains would also be sought. The light a range of issues as part of NIPSA’s ongoing PRU’s work challenged the narrowness of this defence of public services. Throughout the year remit and looked at the long-term, real terms there remained many uncertainties due to the adverse impact on pay that the failure even to lack of an Assembly. The following are some of match CPI inflation had delivered. Our research the key issues raised during the year. showed that within the NICS, this has meant that members across all grades are underpaid a. Social Security/Welfare Reform: There by at least 5%. This overview, supplanted by were two separate and distinct areas – one a wider analysis of economic pressures (inter involving staff employed in the Department alia increased pension and National Insurance for Communities and the other a wider policy contributions) informed the debate around the issue of the impact of the changes to the Civil Service pay claim and discussion with the Welfare system. Nevin Economic Research Institute (NERI) on the i. Staff within DfC: The staffing implica- broader economic consequences of austerity. tions due to Universal Credit (UC) meant The statutory requirements of the update and significant redeployment of staff across extension of Data Protection legislation brought the offices and caused major upheaval for in on May 25 2018 by the trans-European General those members on alternative working Data Protection Regulations (GDPR) generated a patterns i.e. members had to revisit

General Issues A 12 General Issues working patterns and their contracted consideration of the planning application to hours in order to be accepted into UC job allow for a site visit. At the December plan- roles. ning meeting NIPSA had speaking rights but unfortunately the Planning Committee UC replaced 6 working age benefits which approved the application on the basis of a resulted in members having to apply for vote 3 against, 7 for. Jobs in the UC offices, however as not as many staff were needed going forward c. Housing: this resulted in surpluses and created i. Stock Transfer: Following significant anxiety for members. engagement with the Ballee communi- Management matched 137 surpluses ty through engagement, leafleting and across the grades to vacancies in Working meetings 88% of residents overwhelm- Inclusion Group (WIG). However it has ingly rejected the Department for Com- been confirmed that 49 AA’s, 32 AO’s munities attempts to remove their homes and 18 EO2’s remain in oversupply (not from Housing Executive stock. This fol- declared formally surplus). As Managed lowed the equally resounding NO vote last Migration rolls out in 2019/2020 then summer by local residents in The Grange, there are likely to be further staffing issues. Ballyclare. Following these two very pos- ii. Social Security Policy: NIPSA was in- itive outcomes NIPSA called for the scrap- strumental in deferring the introduction ping of the discredited Stock Transfer of Universal Credit into Northern Ireland Programme. In addition NIPSA called on through its lobbying and engagement all political parties to voice their support with political parties and other stake- for a new housing initiative to tackle the holders. Universal Credit was introduced growing housing crisis, to offer hope to across Northern Ireland and the managed the 40,000 on the housing waiting lists, migration has now commenced. Some of 20,000 in housing stress and more than the mitigations which were introduced 10,000 officially declared homeless. With by the Assembly run out and that would a real commitment from government leave many claimants with serious finan- thousands of much needed construction cial issues. NIPSA supported a protest jobs and hundreds of apprenticeships for outside the Capita offices in Belfast re- young people could be created, which garding Personal Independent Payment would transform housing and alleviate the (PIP). It was also decided to engage with agony of those languishing on housing political parties to seek to put them under waiting lists. pressure to do something in the absence However in mid October a letter from the of an Assembly to work to achieve a better Permanent Secretary, DfC, Leo O’Reilly outcome for those who are at the forefront to Mervyn Storey advised that the NIHE of the totally unacceptable welfare cuts. requires a £3bn investment in its housing b. King's Hall – Healthcare Park: NIPSA stock over 11 years and that a backlog of organised a protest and lobby of the Plan- maintenance and repair work means an ning Committee of Belfast City Council on 13 annual investment of around £300m is November in opposition to a planning appli- required for the first 6 years. Leo O’Reilly cation for Benmore Octopus to build Phase set out in his letter various options as 1 of a GP Medical Practice at the King's Hall follows: complex. NIPSA engaged with Councillors ❚❚ Providing the NIHE with access to and asked them to oppose this development additional capital funding either by which would seek to centralise GP prac- the NI Executive diverting funds away tices in the South Belfast area and beyond. from other capital projects – which Leo The 13 November meeting agreed to defer O’Reilly said would be difficult and that

Annual Report 2018 13

the Executive had not directly invested A11 Youth Committee in social housing on this scale before – or by increasing its borrowing powers Regular meetings of the Committee were held which would require a reform of the throughout the year. The key areas of work were current NIHE structure and a sufficient as follows: rental income. Campaigning: The Youth Committee attended ❚❚ Increasing property rates which have numerous events, rallies and demonstrations remained frozen since 2016 at around during the year in protest against the Govern- £66 per week. ment’s continued programme of cuts to public services and jobs and in solidarity with striking ❚ ❚ Amending legislation so the NIHE is workers. The Committee worked in partnership no longer required to pay corporation with ICTU Youth, Students Unions and youth tax which was introduced in 2012. The organisations to upfront broader social issues current bill is £7m per annum. around housing, education and health. The ❚❚ NIHE’s debts being written off by the UK Committee was also well represented at the Government. NIPSA Annual Delegate Conference, NIC/ICTU The most controversial element stated by Conference, May Day Parade, Marriage Equality Mr O’Reilly was that one option that could Rally and Pride Parades. help secure the future of the NIHE was if NIPSA Living Wage Campaign: As reported in it were converted from a public body into Section A11 of the 2017 NIPSA Annual Report a social enterprise-type organisation. He the Committee held a panel debate on the living stated that the new organisation would be wage on 3 May 2018 in NIPSA Headquarters. similar to a registered housing association The Panellists included Mark McAllister from the although the final model had not been Labour Relations Agency, Paul MacFlynn from finalised and would require ministerial/ the Nevin Economic Research Institute, Carolyn executive approval. This was a worrying Brown from the Federation of Small Businesses. development and one that kept coming The event was filmed by Northern Visions TV and back into vogue. In line with NIPSA policy, shown on their community channel. NIPSA continued to resist. Voting Age: At the year’s end the Committee d. Education Authority: The budget situation was engaging with Youth Action about the in the Education Authority is in crisis. It was possibility of jointly organising a panel debate reported that over 446 schools are in deficit. early in 2019 on the voting age. The Education Authority’s response was that Communication: The Committee continued it would send in individuals/a team to assist to make significant gains in relation to their Principals in managing their budget. This communication strategy. Work on the devel- was trying to cover over the cracks. It was opment of the NIPSA Youth Section, as part of not the Principals who could not manage NIPSA’s overall redesign of the website, was their school budget. It was that schools were completed in June 2018. The Committee also not adequately funded – nor was the Educa- continued to successfully use social media by tion Authority itself. Discussions took place regularly posting on Facebook and Twitter. A at the ICTU Education Trade Union Group. a series of E-Blasts were also produced and issued concerted effort amongst all the Education to branches. Unions to garner support for a demonstration against the wholly inadequate education. Building Union Capacity: One of the key priorities for the Committee was developing an outreach programme to increase membership of the NIPSA Youth Committee and union activism. The outreach programme focused on three strands: one to one contact with young

General Issues A 14 General Issues members; holding discussion events/panel debates; and exploring the establishment of a young workers forum under the auspices of NIC/ICTU. In furtherance of these aims the following was endorsed by the General Council to commence in 2019. a. To set up a NIPSA Youth email address; b. To send a letter from the NIPSA Youth Committee Chairperson to all young members; c. To advise Branch Secretaries of this engagement exercise and seek support; and d. To produce an A3 poster to go with the Branch Secretary Circular. NIC/ICTU Youth Committee Reconstitution: The two year term of office of the NIC/ICTU Youth Committee had expired and affiliated unions were invited to nominate two representatives for the new terms of office. Stephen Harvey and Mike Hamilton were appointed as NIPSA’s representatives on the Committee.

Annual Report 2018 15

A Organisation and Administration A12 Appointment of Auditors John McVeigh & Co were reappointed as NIPSA Auditors. A13 Donations

Organisation Amount Purpose Of Donation Amnesty International Appeal £100.00 Christmas Appeal P Attanasio

Mencap £100.00 Christmas Appeal

War on Want £200.00 Stop the Arms Trade

Reclaim the Agenda £300.00 International Women’s Day

Sling the Mesh £100.00 Sling the Mesh Campaign

UCU £3,000.00 UCU Pension Dispute

Towards the cost of the Cork Mother Jones £100.00 2018 Mother Jones Festival

Homeless Period £200.00 Homeless Period Appeal

Medical Aid for Palestine £500.00 Crisis in Gaza

Belfast City of Sanctuary £100.00 Great Refugee Picnic

Belfast Pride £100.00 Towards 2018 Belfast Pride Festival

Newry Rainbow Community £100.00 Towards 2018 Newry Pride Festival

Foyle Pride £100.00 Towards 2018 Foyle Pride Festival

Art Cetera Studio £500.00 Red Barn Gallery – Dave Sinclair Exhibition

United Against Racism £486.10 United Against Racism Supplies

Fermanagh Trades Council £200.00 100th Anniversary

Dementia £100.00 National Dementia Carers Day

Amnesty International £200.00 End Child Labour in Cobalt Mines

ROSA £298.88 Pro-Choice Group

Medical Aid for Palestine £500.00 Christmas Appeal Donation

NIPSA Global Solidarity Fund £7,500.00 Annual General Council Donation to Fund

All these donations were paid out of the 'Fee Fund'.

Organisation and Administration A 16 Organisation and Administration A14 Headquarters Staff NIPSA Pension Scheme: The Trustees of the NIPSA Staff Pension Scheme met regularly During the year there were several retirements, throughout the year. The main work progressed Bumper Graham, Deputy General Secre- was a review of the Scheme Rules. tary, Tony McMullan. Assistant Secretary and Composition of NIPSA’s Workforce: The moni- Personal Secretaries Karen Barrett, Alison toring return for February 2018 to the Equality Leckey and Freda McCrory. Commission showed the composition of NIPSA’s Two existing staff – Lynsey Hudson and Ciara workforce as summarised below: McLeish were promoted to Personal Secretary Below EO and and agreement was reached to fill the resultant Totals vacancy at Administrative Officer (with word EO Above processing duties level). This competition was Male 7 12 19 underway at the year end. Another administrative staff member in the Female 15 11 26 Regional Office (part-time), Orla Forbes, who had been on a career break tendered her resig- Protestant 10 6 16 nation. The resultant vacancy was filled by Kris Catholic 10 14 24 Doherty who was the part-time Administrative Officer in the Regional Office. Unclassified 1 3 4 At the year end the NIPSA Appointments Panel appointed Kim Graham and Dooley Harte to Disabled 2 4 6 the Assistant Secretary vacancies. The competition for the Deputy General Secre- A15 Membership tary vacancy was underway at year end. The year end figures for 2018 and comparison In addition the General Council agreed to create 2017 are listed below: three temporary Higher Executive Officer posts to fill vacancies at that level. Lisa Hoy, Bernard Civil Public Trainor and Natalie Shiel were appointed. Service Officers NIPSA These posts will end on 30 June 2019. It was anticipated a permanent Higher Executive 2018 16,801 24,625 41,426 Officer competition would take place in the Spring of 2019 to fill the vacancies at this level 2017 17,113 24,873 41,986 on a permanent basis. Increase/ -1.86% -1.00% -1.35% Part of the outworking of the Ross Boyd Ltd Decrease review of Financial Processes and Procedures reported in Section A14 of the 2017 Annual Male 7,655 5,324 12,979 Report meant that decisions on the appro- Female 9146 19,301 28,447 priate staffing structure for the Finance Office were deferred. As a result a part-time qualified accountant was employed via an Agency. Membership records continued to be updated throughout the year with information given by Joint Negotiating and Consultation employers and members. Committee (JNCC): Regular meetings of the Membership figures fluctuated during 2018 JNCC took place throughout of the year and with the end of year total decreasing on the engaged in a range of collective bargaining 2017 total. There was a slight decrease on the issues including the filling of posts and proce- number of applications processed during the dure for the filling of acting vacancies. year. 2,425 were processed in 2018, a decrease of 37 on 2017.

Annual Report 2018 17

Career Breaks: The practice of inviting The 2019 NIPSA Conference will be held in Enni- members to retain their NIPSA membership skillen between 29 May and 31 May 2019. whilst on a career break continued with the The venues for the 2020 and 2021 Conferences annual fee remaining at £10.00. A total of 25 were also booked during the year for Newcastle NIPSA members registered their career breaks and Derry/Londonderry respectively. with NIPSA throughout 2018 and retained their membership. This included 6 civil service members and 19 public officers’ members. A17 NIPSA Financial Review Student Membership: Student membership As reported in A17 of the NIPSA Annual Report for social workers and other relevant catego- a review of NIPSA’s Financial Processes and ries of students at university continued with an Procedures were conducted by Ross Boyd Ltd annual fee of £10.00. No new student members following a tender exercise. were recruited in 2018. Ross Boyd Ltd identified 18 recommendations. Organisation: Following consultation with During the year 10 were fully implemented, Branches the General Purposes Committee 2 were agreed not to be implemented, 1 was approved the following branch re-organisations: linked to a wider staffing review (See A14), 3 were linked to a Long Term IT Strategy and 2 a. Current Branch 526: The members in GLL were linked to membership issues which were (approximately 105) transferred to a new delayed because of staffing absences. Branch 536. Income at the 6 month stage was 50% of income b. Current Branch 142: The members in the at the same point in 2017. In addition monthly Engaged Communities area moved to a new management accounts and budget forecasts Branch 146. were introduced during the year. c. New Branch 145: Members in the Castle In addition a revised procedure was imple- Court, Universal Credit processing centre mented for the potential for the mutual termina- were moved to create a new Branch 145. tion of staff contracts. d. Branch 10: As a result the proposal from the DoF NIPSA office to create two branches to A18 Services for Members aid their and NICS HR members’ organisation Legal Services: The NIPSA Legal Advice within NIPSA, the GPC agreed to retain all (Personal Matters) Scheme was used by 46 members in Branch 10 whose work location members in 2016. in NIPSA branch records begins with NICS HR. A new Branch 15 DoF Core was created Legal Services (Personal Injury): In 2018, 105 with all remaining members in Branch 10. new cases were submitted to the NIPSA Solicitor. In the same period 60 closed of these 49 were A16 NIPSA Annual Conference won or settled with awards totalling £615,245 and the remainder was closed at a cost of The 2018 NIPSA Annual Conference was held in £17,314 to NIPSA. Derry/Londonderry between 30 May and 1 June Welfare Fund: 58 applications were received for 2018. 254 delegates attended representing 99 the Welfare Fund, of these 55 were approved by branches. the Welfare Committee resulting in grants total- The Civil Service Group Conference was held ling £18,425. on 8 November 2018 in the Wellington Park Hotel, Belfast. 74 branches and 148 delegates Financial Services: Platinum Financial provided attended. independent financial advice on all aspects of financial planning. This included participating The Public Officers’ Group Conference was in Pre-Retirement Seminars. deferred until 2019 to allow for a detailed exam- ination as to the purpose and function. Discount Cards: The two year (2017/18) discount card was distributed to NIPSA members

Organisation and Administration A 18 Organisation and Administration in December 2017. Further offers were added Of the nominations received: throughout the year at www.membershipplus.co.uk. 1. Elected by virtue of nominations having been Specsavers: Premium Club discount vouchers received from at least 4 different Depart- continued to be available through NIPSA Head- ments in the Civil Service Group quarters. 2. Elected by virtue of nominations having been Abbey Insurance: Abbey continued to offer received from one of the 4 areas in the Public NIPSA members exclusive discounts on Car, Officers Group- one minimum seat allocated Home and Travel Insurance. to Local Government 3. Elected by virtue of nominations having A19 Trades Councils been received from one of the four areas in NIPSA continued to actively encourage Branches the Public Officers Group – one minimum to affiliate to local Councils of Trade Unions. seat allocated to Health and Social Care The Trades Councils to which NIPSA Branches All others were elected by virtue of the shortfall were affiliated were: in the take up of seats on the Committee from either Group ❚❚ ❚❚ Antrim and Fermanagh; At a ULR Committee held after the Conference Ballymena; ❚❚ Mid Ulster; Dwyer Henderson was elected as the Chair and ❚❚ Belfast; ❚❚ Newry; Jane Scott was elected as the Vice-Chair with ❚❚ Causeway; Kieran Farmer being elected as the Secretary for ❚❚ North Down and the Committee. ❚❚ Craigavon; Ards; At the conference were speakers from the ❚❚ Derry; ❚❚ Omagh. Careers Service in DfE, and 2 workshops took place with Aware NI and Inspire. A20 Union Learning The ULR Committee launched a ‘Negotiating Learning in Redundancy’ booklet for ULRs and During 2018 the third Union Learning Committee (ULC) was elected in March at the Annual Union Learning Conference which was held in the Wellington Park Hotel. The Committee members are listed below: Name Employer Branch Loughlinn Duffy3 Southern Health and Social Care Trust (SHSCT) 733 Kieran Farmer1 Department of Justice (DOJ) 47 Steven Harvey1 Department for Communities (DfC) 117 Dwyer Henderson2 Armagh, Banbridge, Craigavon Borough Council 527 Gerald McLernon1 Department for Communities (DfC) 119 Geradette McVeigh3 Southern Health and Social Care Trust (SHSCT) 733 John Rooney1 Department for Infrastructure (DfI) 70 Jane Scott2 Education Authority (Belfast Region) 516 Brian Smyth3 Southern Health and Social Care Trust (SHSCT) 733 Daire Toner1 Northern Ireland Assembly (NIAS) 180

Annual Report 20182018 19

Certificates for those who had completed their training during 2017–2018 were presented. Dwyer Henderson from Armagh, Banbridge and Craigavon Council received the ULR of the Year award. In the early part of 2018 discussions with the Department for the Economy (DfE) had taken place in relation to the terms of the Union Learning Fund for all the projects involved. No outcome was known at year end and discussions are to be held with the various projects and DfE. A meeting was held with each Project Manager at the end of August following discussions with the Department. As a result all projects were to focus on the Essential Skills and other accredited courses. Each project had to resubmit their targets and budgets to the DfE to redefine what their focus was. Union Learning Representatives (ULRs) continue to promote Essential Skills and the Union Learning initiative. ICT Essential Skills Courses ran in the Depart- ment for the Economy (DfE). NIPSA also worked with the other Union Learning Project Co-ordinators in organising Essential Skills Courses. PCS and NIPSA members attended an ICT Essential Skills Course in conjunction with the Financial Services Union (FSU). In line with the partnership agreement that the Union Learning Fund have with the Open University, we also had NIPSA members continuing their studies with the Open University. NIPSA ULRs attended the ICTU ULR Conference on 22 March 2018 in Mossley Mill and Dwyer Henderson also picked up their ULR of the Year award too. NIPSA was also successful in attaining the Essential Skills Learner of the Year. Mark McClean, a staff officer from DfE was the successful recipient. There were 156 NIPSA ULRs, 93 in the Civil Service Group and 63 in the Public Officers' Group, 86 of these were trained with 49 in the Civil Service Group and 37 in the Public Officers' Group.

Organisation and Administration A

B Section Civil Service 22 B1 General Issues administered by Employers for Childcare was B1.1 Accommodation kept open for new applications until September. Property Management Reform: An Invest- Despite ongoing pressure and political lobbying ment Strategy ranked all assets in the portfolio the Scheme closed on 30 September. This was in terms of potential for investment was drawn as a direct result of Westminster Government up by Management Side. The ongoing polit- legislative changes and their desire to promote ical impasse meant there continued to be finan- their new tax-free scheme which in many cases cial impediments to progress due to the lack of was less generous. multi-year capital/budget assurances to ensure NICS Gender Action Plan: A copy of a draft affordability. NICS Transgender Guide, was preceded by a Properties Division – Capital Projects: Trade trans specific equality policy statement, was Union Side took receipt on 7 June 2018 of updated received by Trade Union Side on 4 May. The draft details of capital projects relating to Clarence took into account guidance from the Rainbow Court, Rathkeltair House, Colby House, Ballykelly Project and Stonewall, incorporating elements House, Queen’s Court, Causeway Exchange, The of policies from a range of public and private Design Centre, Klondyke, Newtownards JBO, sector organisations in the UK and Ireland. Trade Boaz House, Coleraine JBO, Hydebank reloca- Union Side submitted a detailed response on 25 tion, Rathgael and Orchard House. June and Management Side undertook to liaise on progress. Hot-Desking: A number of meetings took place during the year on the Management Side Belfast Pride: Management Side confirmed on proposals on ‘hot-desking’ i.e. staff not having 19 June that the NICS would be participating in dedicated workstations. The proposal was for Belfast Pride. Members of the NICS LGBT Network a ratio of 8 workstations to 10 staff with some participated in the Pride Parade and NICS HR had flexibility in some areas. Trade Union Side in a stall in Pride Village, promoting the NICS as an objecting to the proposals referred to a number employer that values and promotes diversity in of research papers which supported their posi- all its guises and especially supports the LBGT tion of opposition to the proposals. Trade Union community. Side also argued ‘hot-desking’ would exacerbate NICS Diversity Plans: At the October meeting sick absence amongst staff and reduce produc- of the Equal Opportunities Central Whitley tivity. Management Side argued the accommo- Committee the Management Side agreed to dation principles and standards would allow for forward copies of the Departmental Diversity a range of different working environments and meetings. Management Side advised that they reduce accommodation costs, with certain staff had met with the Civil Service Commissioner’s retaining dedicated workstations depending regarding barriers to employment for people on the nature of their work. Management with disabilities and the interaction with the Side accepted that additional information was merit principle. Trade Union Side were advised required. Despite the efforts of Trade Union Side that early discussions had focused around ring- a formal disagreement was registered through fenced posts and/or a Guaranteed Interview the Central Whitley Executive Committee was Scheme. Agreement was reached that there organised for early 2019. would be further engagement with Trade Union Side when the policy was still in development B1.2 Equal Opportunities stage Tax Free Childcare: As reported in B1.2 (a) of Disability Leave Policy: Trade Union Side the 2017 Annual Report the UK Government lodged a draft Disability Leave Policy. Manage- announced the details of a new tax free child- ment Side undertook to consider and respond. care scheme. The NICS Childcare Voucher Menopause Policy: Trade Union Side lodged Scheme was due to close to new members a draft Menopause Policy. Management Side from April 2018. As a result of lobbying of MPs agreed to consider and respond. the NICS Childcare Voucher Scheme which was

Annual Report 2018 23

Breastfeeding Policy: Trade Union Side lodged ❚❚ any eligible staff receiving less than a 1% a draft Breastfeeding Policy. Management Side consolidated increase to receive a non- agreed to consider and respond. consolidated, pensionable payment to bring them up to the equivalent value of 1% of their B1.3 Grading Reviews salary (for those in receipt of a salary in excess of the maximum, this would be limited to 1% Legal Grades: The long running legal grades of the equivalent NICS scale maximum) at 31 review came to a conclusion during the year. As July 2017; a result a formal surplus was declared at Grade 6 level. Despite serious objections being raised ❚❚ the bottom step of the AO – SO and analogous regarding the decision to go to public adver- non-industrial pay scales to be removed. tisement for Grade 5 (Legal) the Management On the issue of fixed rate allowances the offer Side proceeded with this external competition. was for 1% effective from 1 August 2018. A Voluntary Severance Scheme was run and 8 The Management Side also committed to Legal Grade 6’s were selected, on the basis of engaging further with Trade Union Side on the least cost, for voluntary severance. issue of the AA grade. B1.4 National Trade Union Committee The Civil Service Group Executive Committee recommended rejection of the offer and (NTUC) branches rejected the offer. Subsequently the The National Committee met on a number of offer was imposed and paid in the July salaries. occasions during the year and NIPSA attended a Pension Issue: During the consultation period number of the meetings. it transpired that for some staff at AA, AO, DP and The main issues dealt with were: Grade 7 level an additional pension payment a. Civil Service Pay and the Public Sector Pay would be due as a result that the arrears would Cap; push them into the higher pension contribution for one month only. This ranged from b. Judicial Review on the Cabinet Office Guid- £20-£100 depending on grade. Trade Union ance on Civil Service Pay; Side made representations to the new Depart- c. Protocols on the reciprocal rights for UK Civil ment of Finance Permanent Secretary and she Servants transferring in the Northern Ireland agreed to examine this for future years. Trade Civil Service; and Union Side had argued for an ex-gratia payment to be made, however this was rejected on the d. Civil Service Pensions. basis that Management Side argued there were ‘winners’ and losers. Towards the end of the year B1.5 2017/18 NICS Pay a consultation was underway (see Section B1.8) As reported in B1.7 of the 2017 Annual Report to address this issue in future years. a claim for 5% increase on all points of all pay Arms Length Bodies: Trade Union Side wrote scales and allowances was lodged in July 2017. to the Department of Finance, Permanent Secre- As a direct result of the absence of Ministers the tary and met in mid-August regarding the unac- Management Side advised they could not enter ceptable length of time it took to clear pay remits. into formal negotiations as they had no remit She undertook to carry out an urgent review and in the absence of a Minister. In late April the report back to Trade Union Side in due course. Management Side advised they were in a posi- As part of the published public sector pay policy tion to table a formal offer as follows: it was agreed that the Permanent Secretary in ❚❚ all eligible satisfactory performers to receive the relevant Department would be able to clear one step progression with effect from 1 pay remits for Arms Length Bodies for 2018 year August 2017; and beyond. ❚❚ all points on pay scales from minimum to maximum to be revalorised by 1%;

General Issues B1 24 B1 General Issues B1.6 Annual Benefits Statements 2018 Civil Service Pensions (CSP) issued the majority of the Annual Benefits Statements in August 2018. While there was a delay in some statements this was primarily those who had partial retirements. This was linked to the system issues whereby some had to be produced manually because the system was unable to automatically produce these. B1.7 Employee Contribution Rates An Employee Pension Notice (EPN) was issued in March 2018 to remind scheme members of employee contribution rates and applicable salary bands from 1 April 2018. Contributions were based on actual pensionable earnings rather than full-time equivalent pension earnings. Revised rates for all scheme members were as follows: Scheme Year 1 April 2018 to 31 March 2019

From To % £0 £15,000.99 4.6% £15,001.00 £21,422.99 4.6% £21,423.00 £51.005.99 5.45% £51,006.00 £150,000.99 7.35%

£150,001 and above – 8.05%

B1.8 Northern Ireland Civil Service (NICS) Pensions Forum The NICS Pensions Forum met 4 times during the year and dealt with a range of issues impacting on scheme members. One of the critical issues was the issue which arose as a result of the late payment of pay, 11 months after it became due. NIPSA had sought to resolve this issue and towards the end of the year a consultation was launched which amended the pension bands which would address the issue identified which negatively impacted on AA, AO, DP and Grade 7 members. NIPSA responded positively to the consultation and it was anticipated the new pension bands would be implemented by 1 April 2019.

Annual Report 2018 25 B2 Personnel Management B2.1 Personal Secretary/ individuals experiencing IT issues during the test. In order to seek an appropriate resolution Executive Assistants of the issue Trade Union Side sought that all Trade Union Side continued to press for an candidates be brought through to interview. external competition for the Personal Secretary This proposal was rejected by Management discipline. A couple of meetings took place in Side who sought to put in place ‘fixes to the the latter part of the year whereby Manage- IT issues’. This resulted in many disgruntled ment Side agreed to run an external competi- candidates and Trade Union Side continued tion. However issues regarding the appropriate to seek further details of those successful at skills and qualifications and the issue of allow- progressing to the interview stage. ances paid to Personal Secretaries remained f. Grade 5: Following the publication of the list outstanding at the year end. in mid July, Trade Union Side raised serious objections to the process whereby of the 497 B2.2 Selection and Appointments candidates who had put themselves forward a. EO2 Boards: As a consequence of an initial only 14 were deemed fit for promotion. miscalculation of the numbers likely to be Trade Union Side sought details of the NISRA needed from the internal EO2 competition, statistics arising from this competition which more candidates were needed in order to had yet to be provided. Arising from the lack meet the increased demand across Depart- of successful candidates a number of Depart- ments. The next 1,000 highest scoring candi- ments proceeded to fill posts via internal dates who had already sat the on-line test trawls. One Department – DfC proceeded were scheduled to be progress through veri- to fill posts via external competition. Trade fication tests, interviews and publication of a Union objected strongly and queried how list week commencing 23 April 2018. Later in this outcome could have been arrived at the year a third phase became necessary due given the NISRA statistics from an equality to higher than originally anticipated vacancy dimension would have been the same for all levels. An interim analysis of the competition posts at this level. of Phase 1 of the competition showed that g. Brexit Resourcing: During the year approx- the self-nomination rates from AOs (60.6% in imately 250 posts were identified as being total) and online test success rate (92.5% - ie required at mainly SO to Grade 7 level. Trade 3438 from 3716 candidates). Union Side were consulted and agreed the b. EO 1 Board: Trade Union Side took receipt of Brexit Resourcing Principles. It was further copies of the Departmental reserve lists from agreed that these posts would be monitored the EO1 competition on 5 February. at Departmental level. c. Staff Officer: A second reserve list from the B2.3 Travel and Subsistence 2013 competition was published midyear. The issue of Travel and Subsistence payments d. DP Board: A request from Management Side remained a significant issue during the year. A for an extension of time for the 2013 compe- meeting was held on 15 October at which Trade tition was acceded to by Trade Union Side to Union Side set out the position clearly that we ensure all those on the recently published would not countenance a proposal that would third supplementary list were offered a post not cover the same arrangements for all staff. but raised concerns on the equality dimen- The Management Side agreed to consider the sion and slowness in filling vacancies. In issues raised. Subsequently the Interim Grade addition Trade Union Side stressed the need 5 sought agreement from Trade Union Side to for a new DP competition. allow her some time to discuss the situation e. Grade 7 Competition: The Grade 7 compe- with a range of Departments before re-en- tition was dogged with issues from the gaging. This was agreed by Trade Union Side on commencement of the process with 63 the basis that if an acceptable proposal was not

Personnel Management B2 26 B1 General Issues forthcoming then the Registered Disagreement would proceed through the Central Whitley machinery. B2.4 Standardisation of Employment Relations Processes Following exchanges of correspondence an informal meeting took place which agreed to a formal negotiating process to deal with the issue. An initial meeting took place in late November and a process was put in place for formal engagement on an ongoing basis.

Annual Report 2018 27 B3 Group Reports B3.1 Department of Agriculture, Environment BREXIT: DAERA operate under a large volume of EU legislation including agri-food, fisheries and and Rural Development (DAERA) the environment, as well as the administration of Finance: The Department provided briefing nearly £300m of EU funding per annum. DAERA papers throughout the year to inform discussion was one of the Departments most impacted on this topic at Whitley meetings. DAERA had by the decision to leave the EU. Therefore a funding of £196.1m Resource, £22.8m Deprecia- new Brexit Division was set up to take forward tion and £76.7m Capital totalling £295.6m. The the Programme of work required. The Division, Department of Finance (DoF) also confirmed had three objectives; be the central point of that DAERA would also receive an additional contact for all Brexit related material; provide £4.5m ring fenced resource funding for Brexit advice and guidance to the Minister and Senior cost. See Group figures below. Officials on the Brexit process; and Manage the transition process from the current EU funded Table 1: 2018/19 Allocated Budgets programmes. These objectives were managed through three areas of work; Project Management Office, Cross-cutting Policy Co-ordination, and EU Services and Transition. Trade Union Side engaged Management at Whitley level in all Business Areas and centrally raising issues such Group as staffing impact, Day 1 readiness, legal impli- Resource £m Resource D/I £m Ring fenced £m Resource Total £m Capital cations including changes needed to legislation Food and 71.4 8.8 80.2 33.8 and no deal preparedness. Farming Ballykelly Relocation: DAERA staff moved into Veterinary the new building on the weekends of 28/29 Service and 42.5 1.6 44 4.1 April and 5/6 May 2018. While some snagging Animal Health work had still to be completed by the end of the year which included landscaping, in general Environment, staff had settled in well and initial problems Marine and 36.7 3.9 40.6 8.1 with the heating and ventilation of the building Fisheries appeared to have been resolved. Construction Rural Affairs, cost was £11.7 million with a total of approx- Forest Service imately £20 million which includes advisory 21.2 1.7 22.9 17.5 and Estates costs, IT and kitting out of the building. As the Transformation project was completed the Ad-Hoc Trade Union Side/Management Side Relocation committee Corporate 24.3 6.9 31.1 13.1 was stood down in June 2018. With any future Services issues are being dealt with by the local Whitley DoF Approved committee. 196.1 22.8 218.9 76.7 Position Agricultural Inspectorate Grading Project: This project was set up to address grading anom- Staffing: The staffing position as at November alies found in the Corporate Grading Exercise, 2018 was 2906 permanent staff in post (2726.65 conducted in 2014 and is due to report to NICS FTE) and 129 Agency staff, with 264 staff tempo- HR by December 2018. The Project team has rally promoted. Trade Union Side continued developed generic job descriptions for profes- to be concerned by the high level of tempo- sional Grade/Group staff across Business func- rary promotion within the Department, and tions in the Department which aimed to capture raised this issue regularly. Management advised the full remit and complexity of the various roles believed the recruitment/promotion competi- undertaken by Agricultural Inspectorate Staff. tions should see a reduction in these numbers.

Group Reports B3 28 B3 Group Reports Trade Union Side were consulted throughout Forest Service the process and made significant contribu- Trade Union Side met with Management Side tions to the finalised job descriptions. Tripartite throughout the year to consult on the changes meetings were held with the project team and and issues within the areas of Forestry and Plant NICS HR, where Trade Union Side sought assur- Health. ances on the protection of members’ current grading. Discussions with DAERA Management Agency Running Costs: Management Side continued on the future grading and structure provided an overview of the Agency running of Inspectorate Staff. costs for the 2018/19 Financial Year, and also highlighted that the key target was to achieve an Corporate Services Rural Affairs and Forest income of at least £9m from all sources. Manage- Service: ment Side advised that the Forest Service budget Digital Services: Trade Union Side met with was the same as the previous year with scope to Management Side in a series of Whitley meet- adjust to priorities through in year monitoring. ings throughout the year. A significant number Staffing: Trade Union Side queried the head- of concerns were raised in relation to knowledge count shortfall for the Agency and asked how skills transfer, temporary promotions opportuni- Management Side intended to address this. ties and staff communication. Management Side noted that there were 215 Knowledge Skills Transfer: Training was staff in post with an FTE of 205. The headcount carried out by Management Side choosing the for Forest Service was 215 FTE. Management topics favoured by staff. These lasted for up to Side advised of the latest recruitment of Forest four days and consisted of classroom sessions, Service staff and its overall aim to fill 10 posts followed by practical work sessions within the to reach the headcount i.e. 215 FTE. In addition, teams. Trade Union Side welcomed this and Management Side advised of approval for up to acknowledged that the courses had been bene- 13 Brexit posts which would fall under Depart- ficial to staff. mental budget cover. These posts are in addition to the 215 FTE headcount. Trade Union Side Temporary Promotion Opportunities: welcomed this but sought to have this process Management Side introduced a rotation policy implemented urgently to address staff pressures that granted opportunities to all eligible staff on the ground. Management Side advised that who had an interest in a temporary promotion. they aimed to have boards/competitions for FOI, Staff Communication: Management Side FOII and FOIII grades and envisaged that they agreed to deliver regular staff updates and to could commence movement on posts before further press managers to keep staff updated on the end of March 2019. Branch developments. Training: Management Side provided a break- ICT Service Delivery: The contract for the down of generic training completed by staff delivery of ICT services was put out to tender including: and was awarded to Neueda, the lead organi- ❚❚ Accident and Investigation; sation of the three IT organisations included in the winning bid (Neueda, Version 1 and SQS). ❚❚ Assembly Business; The contract was for an initial three years with ❚❚ FOI Requests; an extension included that could bring it up to a ❚❚ Tree Safety Management; possible 9 years. Trade Union Side asked about the likely impact of the procurement on busi- ❚❚ Wildfire; ness delivery. Management Side stated that ❚❚ GIS. the period of transition should result in minimal impact and that the various companies should Management Side stressed that they were keen be able to place their staff complement with to continued to promote the professionalism little or no impact on delivery targets. of Forest Service staff and continue to pay staff memberships fees to professional bodies.

Annual Report 2018 29

Plant Health Operational Hub: Following revert to paper to ensure animals were registered concerns raised by Trade Union Side to the on time and therefore it made sense to keep it opening of a Plant Health Operational Hub in as an option. Trade Union Side also requested Craigavon, Management Side advised that this clarification on plans to expand the telephony project was on hold. Management Side addi- project to include Farm to Farm and Market to tionally stated that since the Business Case Farm moves. Management advised that there for the Hub was written, the collapse of the were legal and logistical complications with Northern Ireland Executive had resulted in no telephony notifications of Farm to Farm moves. DAERA Minister in place to agree on politically However, as the process of confirming Market sensitive matters. In addition there had been a to Farm moves is more straightforward, it was change in position as CEO of Forest Service and intended to offer a telephony option for this the added pressures of Brexit all resulted in this function by early 2019. impasse. Environment Marine and Fisheries Group Management Side advised that as the Opera- Recruitment: Progress is ongoing to fill 66.6 tional Hub was on hold it would no longer have vacancies within EMFG in which 30 of these an impact on staff. Trade Union Side queried if were Scientific Officers. It was anticipated other staff impacted by this proposed move had been vacancies would arise as some staff would apply properly informed about the Operational Hubs for the various positions. status. Management Side indicated that they had recently verbally communicated with staff Trade Union Side continued to raise concerns informing them of this. Trade Union Side indi- regarding vacant posts within EMFG. Around cated dissatisfaction with the delay in commu- 66 posts remain vacant with almost half of these nicating with impacted staff, and the method scientific officers. Further staffing pressures used. Trade Union Side requested that a written were likely if internal staff were successful in any communication be issued to affected staff recruitment process to fill posts and Trade union formally through HR. It was agreed that staff Side continue to monitor this. within Plant Health would remain at their current Health and Safety: Management Side location and this proposal would be revisited proposed tracking devices for lone working. once Brexit has been finalised and a minister in Inland fisheries proposed a G4 device to see place. if it is suitable for the needs of their field staff. Customer Services Branch: Management Management Side consulted with Trade Union confirmed that the Year 2 Action Plan of the Side who continued to raise this matter at the Customer Contact Model, had been updated to Health and Safety Consultative Committee. reflect the agreed target to reduce paper notifi- Trade Union Side negotiated an agreement/ cations in respect of bovine births by 7% by 31 undertaking from Management Side that these March 2019. Management Side further advised, devices would solely be used as for a Health and that following the Ulster Farmers Union request Safety purpose. for a full EQIA and public consultation, advice Trade Union side continued to pursue a Depart- was sought from the Departmental Solicitor mental Vehicle policy and this would also be Office (DSO). DSO advised that if the project reviewed by the Health and Safety unit. continued, with the planned removal of paper, changes may be required to legislation. On Overtime: Trade Union Side requested a more balance the Board decided to alter the project detailed breakdown of overtime spend and the slightly by retaining paper and focusing on justification for overtime than had previously promoting telephony and online. been provided. A response was awaited. Trade Union Side reiterated that they had always Continuous Professional Development: seen merit in retaining paper as an option and Management Side ran a series of seminars on pointed out that in the past when there were CPD for EMFG staff early in 2018, seeking views problems with APHIS Online farmers had to and comments from staff. Trade Union Side

Group Reports B3 30 B3 Group Reports attended and reported generally positive feed- filled in the revised structure in OMB (renamed back from members on the proposals. Following EUASD Business Support Branch), which on from this Management continued to seek included 5 posts in Ballykelly House, as well as views and comments from staff on potential the posts which were already in Molesworth training and development opportunities as well Place in Cookstown. as appropriate professional bodies for affiliation. Area-Based Schemes Payment Branch: Food and Farming Group Management Side confirmed 70% advance Countryside Management Unit (CMU): CMU payment percentage had been agreed by the commenced the CMU2020 project and there Commission and that to date 21,452 businesses, were developments across the Department just under 90%, had batched for payment. Two which had an impact on some of the findings thirds of the 1200 inspected businesses had and recommendations contained in the report. received advanced payments For example, the Knowledge Advisory Service Following a Judicial Review of the one stage (KAS) has been launched in CAFRE and was “Review of Decision” the Department agreed being supported by CMU through the transfer of to include within this process an independent Grade 3 posts into KAS. panel review. It was agreed the independent CMU2020 contains a number of recommenda- panel would be set up for early 2019. tions including that a CMU/LPIS-based map Management Side advised that ASSMB were editing team should be established to process preparing for the 2019 scheme year in conjunc- the majority of map changes currently carried tion with DSD and hoped to enhance this process out within the Customer Services Branch. The along with ironing out ongoing reported issues. team would be established over a 2 year period Management advised that they would also be through a phased implementation, rather than investigating opportunities to digitalise other the single stage approach envisaged in the processes and added that the HOBs would be report. The implementation had no impact on meeting to discuss and prioritise work and the DAERA Direct office network and no individ- staffing according to the benefits and cost anal- uals were required to move location. ysis of each project. The report made a number of recommendations Trade Union Side registered a disagreement over about the organisation of the Inspectorate team. the new car parking policy which Management One significant change which has been imple- Side were trying to introduce at Orchard House. mented creates a two-region structure for Pillar I The disagreement was discussed at Whitley A schemes, along with a separate Pillar II structure and a decision was awaited. Prior to any deci- in CM Inspectorate Branch. sion being made Management Side withdrew The CMU2020 report looked at changes relating this new policy as they claimed they did not to KAS, together with the ongoing Inspectorate have resources to implement it. Review and the Grading Review. As a result Rural Development Plan: The Trade Union Side of this CMU assessed its technical capacity, Whitley Group continued to meet throughout the focusing on the Inspector Group 2 and Inspector year with Management to discuss the progress Group 4 teams. This work assessed the needs with the Rural Development programme. The and capacity of the unit and implemented Business Development Group targets were on changes needed to meet these needs. As a result course with participation continuing to grow. generic job descriptions for Inspector Group 2 Family Farm Key Skills was progressing well and Inspector Group 4 staff were developed for but was not meeting the attendance levels inspection, agri-environment and LPIS roles. expected. Trade Union Side queried the short- Changes also took place in CM Operational fall and suggested CAFRE review training needs Management Branch which was the subject of and target future training as required. its own review but which was also referred to in The Departmental Board have given approval the CMU2020 report. Two posts remain to be for The Agri Food Co-operation Scheme to open

Annual Report 2018 31

in the absence of a Minister. CPD awarded the should be a Single Knowledge-based Advisory Tender to Countryside Services Ltd. This was Service combining CAFRE advisers and Coun- to be delivered externally but the contract tryside Management Unit (CMU) advisers was managed by DAERA. implemented in 2018. A number of CMU advisers Management Side advised Trade Union Side that transferred into CAFRE, with the remaining 12 Farm Business Improvement Scheme Tier 1 was advisers scheduled to transfer across on 1st April now complete with 3000 applications received 2019. for Tranche 2. Tier 2 issued Letters of Offer to all Professional Development: Trade Union Side with a good uptake from applicants. 98 have raised the issue of Professional fees and their been accepted at a value of £11 million. Trade payment as some members had incurred costs Union Side were further advised that lessons in good faith with no sign of reimbursement. learned workshops had been established to Management Side assured Trade Union Side bring about improvements in the scheme and that staff would be reimbursed Professional address common errors. Trade Union Side fees expenditure which was essential for them welcomed this and asked to remain updated on to undertake their role. Management Side this process. acknowledged that work had slowed down on Trade Union Side queried if the lack of a minister this due to a retirement in June 2018. was impeding any scheme progression, Manage- Recruitment Competitions: Appointments ment Side advised that this had occurred in some from the Inspector Grade III recruitment compe- instances such as with the Food Processing Grant tition in Agriculture, Agricultural Engineering, Scheme which was on hold until a minister is in Horticulture, Food Technology, Equine and place. Veterinary Nursing continues. It was envisaged Staffing: Trade Union Side requested that that there would be sufficient successful appli- greater emphasis is placed on providing internal cants in most areas to meet the needs of the delivery in the first instance. Trade Union Side College over the duration of the competition. commented that the Department has received Inspector Grade I promotion board interviews disallowance on LEADER for not delivering on concluded successfully. A merit list was in place targets in 2017. Had LEADER delivery been should further appointments be required during provided in-house, Trade Union Side believed the currency of the promotion board. Interviews the disallowance may not have been applied. for the Inspector Grade II promotion competition took place during November and December. CAFRE: Regular meetings were held with Management Side to address many areas of Mentoring: A mentoring programme for all change within CAFRE in 2018. new staff was initiated, inviting existing experienced staff to act as voluntary mentors/counsel Capital Development Plan: A major Green- for new staff over the first 12 to 18 months in mount and Loughry campus development post. The process was entirely voluntary for progressed throughout 2018. Economic both mentors and mentees. Trade Union Side Appraisals were nearing completion and it was agreed that in principle it was a good idea, anticipated that it will be signed off by the end allowing mature, experienced staff help assist of the year. Communications with Mid Ulster new recruits with any queries or concerns they and Antrim and Newtownabbey District Council may have. It was agreed that this process should officials took place and were helpful in relation complement rather than conflict with the role of to planning considerations for the project. It the line manager and that training and guidance was anticipated that this would be a 7 to 8 year should be provided for mentors. project terminating in 2026, at a cost of £65m Science Transformation Programme: Consul- Knowledge Advisory Service Review: Recom- tation on The Science Transformation Programme mendations of the Advisory Review carried out began between Trade Union Side and Manage- by Deloitte which recommended that there ment Side in 2018. The need for this programme required a review of the Department’s wider

Group Reports B3 32 B3 Group Reports science needs and priorities following the inclu- current LIMS provision, identify shortcomings sion of the environmental functions of the and needs for intervention. Trade Union Side former DoE, the inland fisheries functions of queried how this information was being iden- the former DCAL and the policy responsibility tified. Management Side indicated that work- for sustainability within the DAERA umbrella. shops were ongoing with DAERA Divisions, AFBI This would therefore be reviewed alongside the and NIEA to understand their high level require- Department’s existing commitments to carry out ments and informal engagement commenced a scoping study of DAERA science and a review with suppliers to feed into Options analysis. of the Agri-Food and Biosciences Institute (AFBI). Work was undertaken by a mixture of internal At the same time plans to replace the labora- and external resources sourced through the DSD tory facilities for AFBI veterinary sciences and Neueda contract, with a planned Business Case other facilities within the DAERA estate were completion date of March 2019. progressing with recognition that much of the Science Strategy: Management Side advised DAERA estate used for science was reaching that the Science Scoping Study and AFBI Review, end of life usefulness and large elements need undertaken as part of the Science Transforma- replacing. tion Programme, identified the need for DAERA The Programme was at a very early stage and to develop a new science strategy addressing all had been divided into 10 workstreams to be its science needs and outlining its science prior- taken forward under the Science Transformation ities. As DAERA used science to underpin its Programme. Progress saw work in the following responsibilities for food, farming, environmental, workstreams: fisheries, forestry and sustainability policy and the development of the rural sector in Northern Science Scoping Study: Management Side Ireland it is essential initiative for DAERA as it presented Trade Union Side with a copy of the will guide expenditure in science services and draft Science Scoping Study for consideration investment in science facilities over the next 10 and invited views from Trade Union Side on years. the study so these could be taken into account and appropriate adjustments made before it Strategy development work was initiated was finalised. Trade Union Side engaged with through engagement with Branch Heads whose Management Side and sought further clarity business areas use science. Outputs from these within the Scoping Study Document. Once are being used to draft an initial “strawman” agreed, Trade Union Side established a structure strategy, including Strategic Vision, Principles, on engagement going forward. Objectives, Goals / Strategic Outcomes and Benefits. Laboratory Information Management Systems (LIMS) Project: An initial planning Animal Health Sciences Building Project: stage of this project was being progressed to This project related to the replacement of AFBI’s determine the business need and investigate Veterinary Sciences Building main building on options to provide for a new DAERA-wide LIMS the Stoney Road site as the existing building which will enable the various laboratories’ LIMS was in poor repair. The Outline Business Case installations to be standardised on a common was approved in 2016 by Department of Finance platform eradicating some of the known issues (£30.2m). and risks. A new over-arching system would facil- A Gate 2 review was completed in April. An itate the inclusion of areas that had no current amber rating was achieved and recommen- LIMS provision, and would improve the quality dations were progressed. EQIA Screening and and throughput of the overall scientific service Rural Proofing were completed, with no impacts that the various laboratories, LIMSs and teams or public consultation required as there were no can offer. changes to the services being provided and the Work commenced on the Discovery Phase. building would sit on the same site. The objective of this phase was to review the The first phase of the project included, the

Annual Report 2018 33

procurement of the Integrated Consultant identify appropriate Professional Bodies for each Team (ICT) to undertake the design and plan- discipline though membership would not be ning application process. It was anticipated that mandatory. In welcoming this in principle Trade this phase would be completed in April 2019. A Union Side stressed that staff engagement and Procurement Strategy was agreed with Central buy in was essential. Procurement Directorate (CPD) and the procure- Control and Inspection Review: This project ment process for the Integrated Consultancy was established to consider recommenda- Team (ICT) went live in the Official Journal of the tions from the Deloitte review. The objective European Union (OJEU) on 27th August. of the project was to have a 12 month pilot The Pre-Qualification Questionnaire (PQQ)testing synergy and efficiency opportunities on process was completed with 10 successful appli- CMU and NIEA farm inspections incorporating cants. It was proposed that Building completion elements of Veterinary, Forestry and Inland Fish- and handover would happen in 2023. eries. Trade Union Side continually raised issues Gateway Review: Trade Union Side were invited in regard to slippage, staff training and validity to meet with the Gateway Review team and this of data gained. However Management main- allowed for the opportunity to outline views tained that areas of the pilot where progressing on how the Science Transformation Programme with collaborative working taking place as a could be progressed and issues around the matter of course between Water/Waste/Inland consultation process. The Gateway Review team Fisheries. The Project Board had also agreed that commented positively on the relationships that CMU should complete environmental audits for had developed and the contribution already farm businesses who have expressed an interest. made by Trade Union Side at such an early stage An evaluation report is due to be completed and of the programme. A further Gateway Review shared with Trade Union Side was planned for 2019. Health and Safety Committees: Trade Union Advisory Services Review: This project was Side continued to represent members on a established to consider the recommendations number of Health and Safety committees contained in the Deloitte review. The overall aim including, Veterinary Meat and Veterinary Field. of the project was to develop a single land based Matters discussed included the reporting and advisory service, incorporating integration and investigation of accidents and near misses both improved provision of environmental advice. on DAERA premises, operator premises and in With enhanced online provision for customers the field. It was pleasing to note that the number and a renewed focus on continuous professional of reported accidents and near misses had development for technical staff, also a desired reduced over the year. Health and Safety audits outcome. continued to be conducted and showed a good level of compliance throughout the Department. The Knowledge Advisory Service took effect from During the year local Trade Union Side reps were the 4 April 2018, although not all staff moved on instrumental in re-establishing the Dundonald that date, as CMU staff transferred across as busi- House Health and Safety Committee. ness allowed. Trade Union Side expressed disappointment at the lack of staff consultation on Veterinary Service and Animal Health Group the Knowledge Advisory Service. Trade Union Finance: Position for 2018/19 continued as Side advised that members and managers had business as usual with sufficient funding in expressed their frustration at the lack of informa- place to cover existing headcount. Management tion on the process and highlighted that there advised that there was a significant deficit for TB were a lot of discontented staff. compensation. An in year bid for the shortfall The Continuous Professional Development was made. (CPD) working group intention was to develop a Staffing: As of November 2018 there was 581 CPD Strategy that would focus on staff develop- FTE staff in post with an overall complement ment across Food and Farming Group and would of 630 FTE. There were 74 vacancies to fill,

Group Reports B3 34 B3 Group Reports including 6 new permanent Inspector Group 4 was likely to have an impact on staff currently posts, which would be backfilled via a service involved in this area of work. Following Trade wide promotion competition from Inspector Union Side concerns management gave assur- Group 2 to Inspector Group 4 and also a promo- ances that while staff would be working differ- tion competition from Inspector Group 1 to ently no staff surpluses would result. Inspector Group 2. An external recruitment Meat Inspector Recruit To Train: Trade Union competition for Inspector Group 1 was also Side highlighted, the need for progression planned. Management received clearance to planning in meat inspection, due to the high create another Deputy Chief Veterinary Officer age profile of current meat inspectors and the post, which was filled from the existing Promo- inability to attain the necessary qualifications tion Board. Management advised that after to be a Meat Inspector in Northern Ireland. these posts were filled VSAHG will have a head- Following several recruitment campaigns which count of pre VES numbers. had limited success, management agreed to Northern Ireland Food Animal Information consider recruiting Trainee Meat Inspectors and System (NIFAIS): NIFAIS was procured to replace train them in house. the current system which is now considered “out A recruitment initiative is anticipated for early of date”. Testing of the new system was prob- 2019, with 15 Trainee Meat Inspectors employed lematic with many delays impacting, however by the Department, and they would receive class Ear tag supplier/new herd-keeper registrations room instruction at Loughry Campus and prac- functionality met the Contract Performance tical experience at meat plants across Northern Point (CPP) Milestone, which was certified on Ireland. Trainee Inspectors will be graded 10/07/2018. Cattle Ear Tag Number approval at Trainee (EOII) level but progress to Meat was mastered in NIFAIS and Herd Keeper Regis- Inspector (EOI level) upon satisfactory comple- tration data in Party Hub. tion of the course. This helped maintain the Work on user acceptance testing (UAT) for current grading of Meat Inspectors, also helped disease control, tracing/valuations, payments/ ensure that Meat Inspection stays within the AFIB and milk commenced on 7 August 2018 and Public Sector. progressed slowly. UAT focused on ensuring the Veterinary Inspector Recruitment: In February functionality was fit-for-purpose and of accept- 2018 VSAHG Management wrote to Trade Union able quality to users. Side proposing to introduce a new Veterinarian Demonstrations on the various systems were recruitment grade analogous to Deputy Prin- delivered to relevant staff. Trade Union Side ciple. In submitting this proposal to Trade Union enquired if there was any disallowance to the Side, Management Side gave the following contract due to the late delivery of some aspects, undertakings: Management Side confirmed that this was being ❚❚ Although the current Veterinary Officers considered as part of contractual considerations. (VOs), Grade 7 will ultimately be phased out, Target Operating Model working Group all existing VOs, will remain at their current (VTOM): Management advised that all project Grade; strands were either complete or handed back ❚❚ Existing VOs will undertake a mentoring role to businesses areas. The VTOM’s focus was to to new Veterinarian DP entrants as required; develop clear structures that would provide sufficient flexibility to meet future demands. ❚❚ All existing Divisional Veterinary Officers will retain their status as per the 2009 Trade Transition Project: Management advised arrangements; that on 14 March 2018 this new project was approved by the Project Board. The project was ❚❚ As existing Supervisory Veterinary Officer made up of 5 work streams with work stream 2 posts come up for renewal, these will be concerned with designing and implementing a advertised across VSAHG with the successful new delivery system for export certification. This candidate then appointed on a permanent basis;

Annual Report 2018 35

❚❚ Payment of the supervisory Allowance will Universal Credit (UC): Throughout the year, continue to be paid in accordance with the Universal Credit continued to roll out across NIC HR Handbook. the network, with the final offices going live in After lengthy Branch deliberations Trade Union December. Trade Union Side continued to meet Side accepted this proposal on a without prej- with management on issues with the selection udice basis, on the assumption that manage- and training of staff for the UC offices and service ment honour the five points above, agree to centres as the final offices rolled .out engage and consult fully with Trade Union Side, Trade Union Side met with management with through the VTOM on future staff relations, regards to health and safety in the offices and career progression staff engagement and part specifically over the package of Protective and time flexible place working. Preventative Measures (PPMs) which was due for review and updating the guidance on Unac- B3.2 Department for Communities (DfC) ceptable Customer Behaviour. After a delay in sharing with Trade Union Side, discussions had Workforce Planning: Throughout the year, commenced over how to take this forward and Trade Union Side continued to press manage- to monitor health and safety in UC offices. ment on the issue of workforce planning, due to the apparent lack of strategic thinking or joined The issue of the managerial staff ratio was raised, up vision between groups within the depart- with concerns about this not being adequate to ment. Trade Union Side met with the HR busi- allow the managers to carry out their work prop- ness partners and directors in each of the areas erly. Trade Union Side met with management to try and resolve the problems around lack of over the course of several meetings and finally information being provided to Trade Union Side secured agreement that the ratio would increase and the impact the disjointed approach was from 1-8 to 1-5 for EO1s from November 2018. having on members. Concerns were raised in year about the staffing Trade Union Side agreed a redeployment plan, levels being in place and appropriate for the based on the DfC Redeployment principles various sections within the UC Front Offices, which were agreed in 2016, within Work and Service Centres (SC) and the Operational Control Inclusion Group, which built upon the handbook Centre (OCC). Trade Union Side also continued provisions and provided members in the area to raise issues with the levels of stress and sick- greater protection during the large scale rede- ness absence in these UC work areas and the ployments which took place as part of welfare impact that the change to working practices and reform. areas was having on members. Several meetings took place throughout the year Welfare Reform: Trade Union Side continued between Trade Union Side and management in to oppose the introduction of Welfare reform Work and Inclusion Group to manage ongoing and to scrutinise the work being done in rela- and revised oversupply and surpluses within tion to Bedroom Tax, UC, Personal Independ- the group, mainly as a result of the roll-out of ence Payments (PIP) and all the other negative Universal Credit. Areas with particular pressures aspects of the austerity measures. and shortages, such as Employment Support Questions in particular were asked in year as to Allowance and the Belfast Benefits Centre, were what management proposed to do to imple- identified and the department had agreed to try ment the measures outlined in the Rader Review and fill posts within these areas as a priority from into PIP operations and what response would promotion lists and be made from UC/DfC following the extremely On the wider workforce plan, management negative United Nations Rapporteurs report into shared the balanced scorecard and people plan welfare reform and Trade Union Side continued with Trade Union Side for comment and Trade to seek assurances from management about Union Side had arranged further meetings to how they would take these forward. discuss some of the detail from the plan.

Group Reports B3 36 B3 Group Reports DWP Work: The NIPSA DWP sub-committee working of the service, and on the introduction continued to meet through the year on issues of rotas for cover through business hours and common to DWP work areas in the depart- this was currently being monitored by the local ment. Issues continued to arise in relation to the Trade Union Sides. operation of the 8 to 6 working model and the Project Updates tightening of access to flexi-time and adaption of alternative working patterns and these were a. Legal Aid project: During the year, Manage- being addressed on both a local level and with ment advised that progress on the transfer of DWP NI senior management. Legal Aid to the Department for Justice could not be made due to the lack of a minister and In year, it was announced that the DWP PIP work, the issue of recent high-profile civil service carried out in Armagh, would transfer to Lisahally. decisions. While the final move was stalled, The plan was that the Lisahally posts would be it was agreed to continue on with planning filled initially with agency staff, to allow for the and the transfer was planned to take place at transition of PIP work to 8 to 8 working, which the end of the financial year. was outside the NICS terms of employment. It was also agreed that no staff in Armagh would b. Bereavement Support Project (BSP)/ have to be redeployed and that work would Retirement Provision: The Bereavement be brought into Armagh from Fraud and Error Support Project scope was extended to Reduction Division to absorb the surplus staff. include the relocation of Social Fund Funeral Payments (SFFP) from Lisburn Jobs and Fraud/Error Reduction: The regrading exercise Benefits Office to Carlisle House. SFFP work for Fraud Investigators in Fraud and Error Reduc- successfully re-located as scheduled on 5 tion Division concluding in year, with the Field November, with no major issues encountered. Investigator role being regraded from EO2 to It was agreed that BSP Claims Manager, the IT EO1 and the Organised Fraud Investigator role processing system developed by DWP would being regraded from EO2 to SO. be introduced in Carlisle House in November The branch had sought to get the merit prin- to help reduce the amount of clerical work cipal set aside so members could be uplifted required. in post but this was not agreed and the branch c. Tell Us About a Death (TUAD): The Tell Us continued to meet with management about about a Death Project was put on hold for how to progress filling these new posts, with the foreseeable future while DWP focus on recruitment expected to take place in early 2019. stabilising the existing Tell Us Once (TUO) The division was also creating over 150 addi- service in GB. DWP were asked to be mindful tional posts and Trade Union Side met with of any developments to the TUO service management and sought agreement that these which might be of interest to the depart- would be filled in the first instance with staff who ment. The Project continued to deliver on were surplus in the regions, to try and minimise its objective to increase the frequency of file disruption and retain jobs across the network. transfer information about deaths from the Work on this was expected to continue into the General Register Office (GRO) to DWP and middle of 2019. Trade Union Side continued to be consulted Finance Support: Trade Union Side continued throughout this process. to engage with Finance Support management, d. Apply and maintain Carers Allowance and the newly appointed Grade 7 in charge of this (AMCA): In early October, Management work area, around staffing issues and working consulted with Trade Union Side on the set practices within the Discretionary support units up of the project and shared the Outline and the wider Finance Support command. Business Case, which sought to move appli- During the year, Trade Union Side were consulted cations for Carers Allowance onto a new on the introduction of Real Time Officers, to computer system, currently in use in DWP. monitor caller traffic and help manage the daily Trade Union Side continued to engage with

Annual Report 2018 37

management on the issue and to monitor The issues had been raised through the internal, any possible impact on members in the area. departmental process but was also raised as a Central Whitley matter. e. Support for Mortgage Interest (SMI): The Support for Mortgage Interest project team Public Records Office NI (PRONI): During the met with Trade Union Side throughout the year year, Trade Union Side consulted on the need for as the project began to roll–out to different specific degree qualifications for Curatorial posts business areas. Difficulties with the amount within PRONI and this led to disagreement over of staff required to apply the new scheme the filing of vacancies in this area. Trade Union and the complexity of the change from a Side also engaged with management on the benefit to a loan meant that the deadline for extension and next phase of a volunteering pilot the winding up of the project was extended within the area, which allowed members of the until early 2019, as the project continued to public to assist with maintaining Public Records. support the individual business areas. Historical Environment Division (HED): f. Customer Insight/Continuous Improve- Trade Union Side were consulted about issues ment Project (CICI): It was reported that concerning the grading and allowances for the project, which had been set up to try different disciplines with HED. Trade Union Side and improve the experience of claimants continued to work with local representatives for various benefits across the department, and members to try and progress this issue. had been stalled following Trade Union Appeals: Management commenced consulta- Side making arguments about the need to tion with Trade Union Side on an Appeals Trans- review the progress so far before proceeding. formation Project, in line with arrangements Management agreed to review the lessons between PCS and DWP, which seeks to reform learned and get NICSHR on board in order to the access to information for appeals and the better focus on the customer experience and sharing of information between the various understand the potential impact on staff. appeals teams and the Courts Service, and to Lanyon Plaza: During the year, it was announced improve online access to lodging and tracking of that DfC would not be renewing the leases on claims for appellants. An initial Trade Union Side James House and the Lighthouse building and was set up to mirror the management’s Dispute that the NICS had acquired Lanyon Plaza and Resolution Teams and the first meeting about would be using this space to accommodate the project was due to meet towards the end of DfC staff. A Trade Union Side sub-committee the year. was established, from members in the affected Housing, Urban Regeneration and Local branches, to look at the move, which was due Government (HURLG): Trade Union Side were to take place in early 2019. Early issues were engaged with management during the year on identified around the physical environment in a issues relating to the provision of centralised large open plan space, access for members with payments for Urban Regeneration projects and reasonable adjustments in place, car parking had also been dealing with issues surrounding the facilities, access to dedicated Trade Union offices resourcing implications within Housing Division. and a range of other issues. Trade Union Side were consulted on a new proce- Registered Disagreements On Trawls: During dure for applications for Temporary Promotions the year, Trade Union Side raised a number of across the group and had raised this issue as registered disagreements in relation to filling potentially having wider implications across the posts in more senior roles. The issue related to department. the use of trawls, when Trade Union Side felt a general service expression of interest was more Employability, Health And Benefits Policy justified for use, and when posts were being (EHBP): During the year, Trade Union Side advertised as being for external competition, continued to engage with management from when Trade Union Side believed this was unnec- EHBP as the branch expanded. The area estab- essary. lished 2 new Grade 7 commands, and Trade

Group Reports B3 38 B3 Group Reports Union Side engaged with management as to which included a half day training on Industrial how this would happen and the range of work Relations. This training took place throughout which was being carried out. the autumn, on a pilot basis, and the hope was that training could then be rolled out to all EO2 Late in the year, Trade Union Side was consulted staff and potentially across all management on a comprehensive “housekeeping review” grades. within the branch, which was set up to look at the changing roles within the department and Late in the year, Trade Union Side met with to ensure job descriptions were reflective of the management about how this could be rolled out work being done and if needs be, to carry forward for senior grades, at G5, G6 and G7 and this was grading and loading reviews. This was expected expected to commence in early 2019. to last until late autumn, 2019 and with a commit- Managing Attendance: During the year, Trade ment that Trade Union Side would be consulted Union Side received copies of the managing throughout the process. attendance figures for the department, which Mental Health Pilot: During the year, Trade show the numbers of warnings issued, and the Union Side consulted with management in number of dismissals, under managing attend- NICSHR and WIG on the development of a ance. Mental Health pilot, which was looking at tack- The figures showed the continuing trend ling in work stress and also seeing what inter- of members within the department being ventions could be put in place to tackle those off subjected to a more harsh application of the with work related stress. managing attendance policy, with staff in DfC Management had developed a toolkit to help getting warnings in more than 50% of cases managers to provide support to staff who had where a review point was reached, which was went off sick and were reporting stress as the between 2 and 10 times more than in other cause. Following consultation with Trade Union departments. The number of dismissals on sick- Side, it was agreed that targeted interventions ness grounds had also risen in year. could be used but that contact needed to be Trade Union Side raised the issue with manage- agreed with the individual. The “in work” project ment and agreed to raise the issue centrally with strand had sought to clarify the support avail- NICS HR. able to help managers support members who Departmental Committee Constitutions and were reporting or displaying signs of being Structures: During the year, following a series stressed at work. The approach was then being of meetings where all DfC branches were invited tested across WIG areas. to give their views on the NIPSA draft Depart- As part of the project, the role of “mental health mental Constitutions and the one drafted by the first aiders was raised” and it was reported that subcommittee established previously, a draft this was paid for in some DWP areas but the role Departmental Constitution, based on the need was to signpost only and was supported by the for a departmental conference, was agreed. local branch. This constitution also outlined a desire for a 35 Further meetings were being arranged to person committee, to allow for each branch to continue the consultation on the pilot, which represented. Management side had sought to extend to Following the constitution being sent to the Civil gather better data and allow a clearer evaluation Service Group Executive (CSGE) for approval, the of the project. Trade Union Side had expressed CSGE rejected the move away from a 25 person the view that any extension should take in committee and insisted on the inclusion of areas outside of WIG and the consultation was seconded officers in line with NIPSA’s other consti- ongoing. tutions, along with some other minor changes. IR Training: During the year, Trade Union Side This was relayed back to the Departmental Trade worked with DfC NICS HR management on the Union Side for further consideration about how design and delivery of an EO2 induction package to proceed.

Annual Report 2018 39

B3.3 Department for Economy (DfE) Accommodation: Trade Union Side was consulted on a number of accommodation Whitley Arrangements: The Whitley constitu- issues which included; tion and Industrial Relations Guide were revised to reflect the Registered Disagreement process a. Canteen in Netherleigh: Trade Union Side and the constitution was signed off by the was apprised of the possibility that the NIPSA Headquarters Official and the Permanent canteen would close but after some discus- Secretary at the Departmental Whitley Annual sion it emerged that it would remain open General Meeting (AGM) in December 2018. The with staff reduction and a reduced service. AGM was a very productive meeting with both b. Adelaide House: Trade Union Side were sides affirming their commitment to continuing consulted about the accommodation pres- good industrial relations in the Department. sures in Adelaide House, as a result of the Departmental Budget: Management reported increase in staffing required for EU Exit. After they were operating in a challenging environ- consulting with the members affected, Trade ment as a result of budget constraints within the Union Side agreed that a staff break-out area NI block and with the absence of an Assembly to could be used to temporarily house staff but make budget decisions. Departments continued that a longer term solution must be consid- to work within one year budgets which presents ered and discussed with Trade Union Side. challenges in progressing long term strategic c. Other Areas: Trade Union Side were objectives particularly for capital projects. consulted on the movement of Careers For 2018-19 the Department was allocated Service staff to Academy House in Ballymena a non-ring-fenced Resource Departmental and the proposed move of Careers staff from Expenditure Limit of £762.1 million, subse- Richmond Chambers to Orchard House. quently increased to £768.5 million. The ring- Recruitment: Trade Union Side met with the fenced Resource budget stands at £161.7 million Permanent Secretary to raise concerns regarding with the Capital budget at £53.3 million. The the placement of SIB staff within the areas of 2018-19 Resource Budget for the Department telecoms and energy. Trade Union Side raised is effectively a flat lined position from 2017-18. some broad concerns about the role of the SIB Additional staffing budgets are being utilised for in the NICS. Trade Union Side questioned the BREXIT preparation work and Trade Union Side recruitment process, including the merit prin- Organisational Review: Following the restruc- ciple, and raised concerns about accountability turing of NICS departments, an Organisational of SIB staff who were not NICS staff and about Review of the Department was commissioned their interface with NIPSA members in their day by the Permanent Secretary. to day work. Management responded that the requisite project management experience and Centralisation of ICT Staff: Trade Union Side technical expertise did not exist in the depart- met with the Permanent Secretary to express ment and assured TUS that NICS staff would concerns about the impact on the Department remain accountable and that SIB staff would not of the centralisation of ICT services within the be directly managing NICS staff. Department of Finance. Trade Union Side cited concerns regarding the lack of a clear business Staffing: It was a very intensive year particu- rationale, as well as fears that there would be a larly with the increase in staffing needs in the negative impact on the members concerned in areas of EU Exit and RHI which has necessitated terms of future priorities and resources to deal structural changes impacting across the Depart- with all the work. Trade Union Side reported ment. At 1 November 2018, the Department’s that NIPSA would be raising these concerns headcount stood at 1051 – there were 133 centrally and that we would continue to monitor vacancies, of which 49 posts are EU Exit-related. the impact of the change on the Department. The Department prioritised vacancies in the EU business areas and closely monitored and managed the resourcing needs in conjunction

Group Reports B3 40 B3 Group Reports with NICS HR. The Department was allocated Following a recruitment exercise management 3 staff from the Fast Stream Grade 7 competi- filled vacancies for 2 Careers Managers and are tion to address vacancy pressures. The increase in the process of filling the existing 7 vacancies in vacancies, and lack of immediate supply in for Careers Advisors. some instances impacted on the number of The Review of Administrative Support which was temporary promotions across the Department due to report in November 2018 was delayed which at year-end was 115. Trade Union Side until early 2019. Trade Union Side remained continued to raise concerns about the high level alert to the possibility that the review may of temporary promotions and the use of Agency recommend a reduction in support staff but are staff although acknowledged that the year-end encouraged by the assurances from Manage- figure of 14 for the latter was small. Management ment Side that there will be no compulsory gave assurances that the temporary promotions redeployment of staff engaged in that work. would substantially reduce after the permanent competitions and it was agreed that Trade Union Trade Union Side were consulted on and Side would work with the HR Business Partner on provided responses to a wide range of docu- plans to introduce a quarterly review of tempo- ments including, inter alia; rary promotions. ❚❚ The Careers Service Quality Assurance Consultation: Trade Union Side met with the Framework; new HR Business Partner and the Corporate ❚❚ Careers Service Guidelines; Services G7 to agree more detailed discussions ❚❚ around HR matters and to help aid consulta- Careers Guidance On-Line Application tion and understanding. One of the key issues process for schools ; addressed was in relation to the provision of HR ❚❚ Careers Service Vacancy Management management information to Trade Union Side process; with the emphasis on a range of data that is rele- ❚❚ Careers Audit; vant and timely. ❚❚ Careers Business Plan. Careers Service: At the Careers Whitley on the 11th October 2018, the Local Whitley Consti- Office of the Industrial Tribunals and Fair tution was agreed and signed off by the chair- Employment Tribunals: There was a change persons for Management Side and Trade Union in the Management Side in OITFET. Trade Side. The constitution included reference to the Union Side met the new acting G7. It was a very process for handling Registered Disagreements. productive meeting and both sides expressed a commitment to developing good industrial rela- The year began with two Registered Disagree- tions and to work together through the Local ments in place. Trade Union Side agreed to lift Whitley Committee. the registered disagreement in relation to the Digital Hub after receiving assurances from Insolvency Service: Industrial relations Management Side that a formal process would continued to be difficult within the branch. The be put in place to provide adequate support Trade Union Side dealt with a number of transfer and cover for client facing staff during leave and requests from Staff Officer Accountant members other busy periods and that Management Side who did not feel they were in Accountancy posts. would work on a filter mechanism for webchat The issues were discussed with the Management and discuss this with Trade Union Side. Side but agreement on the nature of the posts could not be reached. The long running Registered Disagreement in relation to the use of laptops was not lifted as Trade Union Side was disappointed to learn Trade Union Side had ongoing health and safety that the Candidate Information Booklet for EO2 concerns regarding the size of monitors. Trade Trainee Examiner Posts was unilaterally changed Union Side also had ongoing concerns regarding by NICSHR before issue without consultation. the impact of the use of laptops on the Adminis- NICSHR had removed the reference to Straight- trative Officer grade. Through Grading to EOI which had been the

Annual Report 2018 41

subject of agreement between local Manage- B3.4 Department of Education (DE) ment and Trade Union Sides. Trade Union Side continued to raise concerns on the issue and Resourcing: The Department of Education (DE) was working to finalise an agreed process. was allocated a 2018-19 Resource DEL budget of £1,939.4m which was effectively flat cash Departmental Secretary: Following a compe- when compared to the 2017-18 closing budget tition the post was offered to and accepted by on a like for like basis. The allocation included Carmel Gates who commenced work in the “Confidence and Supply” funding of £16.5m Trade Union Side office on Monday 2 July 2018. to meet existing severe deprivation pressures The Departmental Committee thanked Frank and a further £20m to address other educa- Cammock, the previous Departmental Secretary tion pressures during 2018-19. The 2018-19 for his excellent work in the post. opening budget for Departmental staffing Health and Safety: Throughout 2018 NIPSA and general Departmental expenditure was and DfE Management Side worked together to £30m. The budget position for DE was likely to develop a cohesive Departmental Health and remain extremely challenging due to significant Safety policy. The joint approach resulted in unavoidable cost pressures facing education. a heightened awareness of Health and Safety Accommodation (Rathgael House): Accom- throughout the Department, the development modation was highlighted as a priority in the DE of a Safe Working Practices guidance for use People Plan and Management Side confirmed primarily in the Careers Service business area, that they were engaging with Properties Division the carrying out of risk assessments across the with a view to moving all staff who remained Department and the joint development of an working in the tower block to other locations online Display Screen Equipment assessment within the complex. It had been hoped that process which it is intended to roll out across work would commence prior to the end of the the NICS . As a result of the joint endeavours to financial year at which point there would be a set up the DSE assessment process the Depart- need to utilise the Balloo annex and G4 for the mental Trade Union Side Health and Safety lead decanted staff. Paul Turner, the Departmental Health and Safety adviser Allison Glass and IT specialist Peter Transformation Programme: Management Toal were nominated for a NICS collaboration Side held a number of informal meetings with award. Two business areas in the Department Trade Union Side during 2018 regarding the have taken the positive step of exploring the Transformation Programme which were mainly Management Standards as a means to attempt communicative rather than consultative. Trade to reduce work related stress. Trade Union Side Union Side had noted that wider engagement Health and Safety representatives played a was needed involving Department for the proactive part in steering the exercises in both Economy (DfE), the Education Authority (EA) and areas and were hopeful that other areas would Council for Catholic Maintained Schools (CCMS) see the benefits of engaging the Management due to the fact that the programme encom- Standards and working with Trade Union Side to passed these organisations as well. improve the health of their staff and colleagues Trade Union Side was also concerned about a and reduce incidences of work related stress. lack of consistency around the filling of posts Thankfully there have been no major incidents that were required to deliver the Transformation or accidents during this reporting period. Trade programme although Management Side did Union Side looked forward to continued working not agree with their assessment, advising that with DfE management on the development and the vacancy management process was followed delivery of the DfE Health and Safety Strategy when filling vacancies. A set of resourcing prin- 2017-2020. ciples was agreed in this regard. Trade Union Side is concerned with regards union engagement given the multi-union nature of the education authority and the likely

Group Reports B3 42 B3 Group Reports impact of transformation work on the teaching minute, frustrating progress. A further date was and support staff in this area. Management agreed for December 2018 but management have committed to good industrial relations and then sought to introduce conditions before any ensuring that unions were consulted on matters meeting could take place, conditions that were that affect them. unacceptable to NIPSA. Teachers Payroll/Pensions Project (Waterside Concerns regarding industrial relations were House): In May 2018, the Department of Finance then raised again with the Permanent Secretary (DoF) Supply approved an Outline Business Case who has agreed to consider the points raised by (OBC) for the Teachers Payroll/Pensions Project, NIPSA in an effort to move matters forward. based in Waterside House, and CPD published Temporary Promotion (TP) Process: Although the Project Information Memorandum (PIM) Management Side was working towards normal- and Selection Questionnaire (SQ) which had a ising the DE staffing structure via a programme closing date of 20 June 2018. Following eval- of assessing the funding and headcount posi- uation of the three received bids, the competition, filling vacant priority posts and thereby tive dialogue sessions with the three potential unravelling temporary promotions, Trade Union suppliers began in September 2018. The Oper- Side continued to raise concerns regarding the ational Requirement/system specification was ongoing number of TPs and agency staff being completed with the Project Team keeping Trade used and, whilst they understood the need in Union Side and staff updated with develop- the case of specialised posts, they additionally ments as the project progressed. Updates in the had concerns with how these were being done form of bulletins were e-mailed directly to each and the length of some of the TPs. member of TPPT staff in Waterside House, before being published on DE’s intranet site. The PID Departmental Whitley Council (DWC): The DE was shared with Trade Union Side, although the DWC met twice in 2018, in March and September, OBC was not, as they were advised it contained taking it in turn to hold meetings in Rathgael commercially sensitive information. House and Waterside House in order to facilitate those attending who work across both sites and The proposed solution for the project was a beyond. managed/hosted solution, similar to the present arrangements, whereby TPPT staff wouldA LWC Constitution for Branch 22 (Education continue to administer the NI Teachers’ Pension and Training Inspectorate) had been drafted but Scheme and Trade Union Side’s concerns were due to local difficulties had yet to be signed .off allayed as they were assured there would be Equal Opportunities: no impact on the current staffing numbers in Waterside House. a. Work Life Balance: Education And Training Inspectorate (ETI): i. Term Time Working (TTW): A total of Trade Union Side continued to experience 32 DE staff (19 full time and 13 reduced severe difficulties in regard to industrial relations hours) were operating under TTW con- with the senior management of ETI which neces- tracts which commenced in April 2018 sitated the involvement of NICS HR and which and were due to finish in March 2019. continued to place considerable work pressures b. Partial Retirement: A total of 20 DE staff on both the Departmental Secretary and all the were working under partial retirement NIPSA representatives in that area. arrangements – 14 in Rathgael House and 6 Due to ongoing industrial relations difficulties, in Waterside House. NIPSA proposed using the services of the Labour c. Part-time Working/Job Sharing/Partial Relations Agency to facilitate a resolution to the Retirement: A total of 91 DE staff were impasse. Following significant efforts, a Terms working reduced hours – 76 in Rathgael of Reference was agreed and dates organised House and 15 in Waterside House. In each to meet in October 2018. However manage- case, information was sought in regard to ment cancelled these meetings at the last

Annual Report 2018 43

the number of applications made but not arrangements for the Department in comparison granted but Trade Union Side were advised with the rest of NICS. Centralisation continued this was not available as it was not collated. with the consolidation of NICSHR within DoF and d. Career Breaks: A total of 13 DE staff were being joined by Finance functions and Internal currently on career breaks. Audit. Health and Safety: A range of Health and Safety Accommodation: The demise of the Lanyon policies and procedures have been updated on Plaza optimisation project was finally confirmed the DE Intranet throughout the year. after much speculation however it was quickly replaced by a Goodwood House optimisation a. Health and Safety Training: All DE staff alternative for NICSHR staff that will be expected were invited to complete following online to further advance hot desking proposals of 8 courses via the new LInKS platform in 2018: desks per 10 staff. ❚❚ Fire Safety Awareness (JUN 2018); Health and Safety: This area continues to ❚❚ Display Screen Equipment Awareness strengthen with more interest being shown by (SEPT 2018). reps. In addition to the inspection schedule for DoF buildings established last year progress Fire Warden training was also deliver to 15 has been shown in the establishment of Health members of Rathgael House. This was trainer and Safety Committees in almost all work areas. led and delivered by colleagues in DoF - Fire Training is ongoing with a steady stream of reps Safety Section. progressing through the various stages of qual- Ten members of staff in Rathgael House and ification. Waterside House availed of First Aid at Work NIPSA Recruitment: NIPSA held a number of training. This course led by Health Matters Adult Information Days (AID) in Waterside House, that have the NICS contract Health and Safety L’Derry, Lanyon Plaza and other venues nation- training contract. wide. These events were learning/information Accidents: DE has had five minor accidents this days which informed staff of the opportunities year. None of the accidents were reportable and provided information on local services avail- under RIDDOR. able to them. Information on services accessible to NIPSA members are also available with NIPSA Committees: The Department’s Health and Service providers from various fields including Safety Officer continued to attend the Central Legal, Financial and Health in attendance. NIPSA Government Fire Safety Committee and the reps were in attendance at these events to inform Inter-Departmental Health and Safety Forum. and advise staff interested in joining NIPSA. Representatives from across all NICS Depart- Feedback and footfall at these events have been ments with specific responsibility for, or an very positive and it is planned to run many more interest in, the health and safety of staff and of these events in 2019 across all areas. others affected by their activities by sharing knowledge and experience to help improve CPD: An amalgamation of some Properties staff health, safety and welfare conditions in the NICS. with CPD took place in 2018. Around 100 staff moved into Clare House from Properties Division which resulted in 2 Trade Union Side Branches B3.5 Department Of Finance (DoF) (Branch 1 – CPD) and (Branch 12 – Properties) Departmental Whitley: The well-established being based in Clare House. It was agreed with Whitley machinery continued with regular Management that initially a Shared Whitley updates and information sharing on the budg- process would take place with eventually the two etary pressures and staffing issues including branches merging into one branch – Branch 1. promotion competitions finally filling the This merger is planned to be completed in 2019. many vacant posts across the Department and Trade Union Side will continue to consult with reducing reliance on Temporary Promotions. Management on proposed changes to the Help- There were discussions held on the Equalisation desk and the new Framework Document.

Group Reports B3 44 B3 Group Reports SSD members were balloted on a proposal outworkings of the Review but felt that due to to have procurement officers recognised as the relatively small numbers involved and the a professional discipline within NICS. The age profile of the affected staff, that this was the members rejected the proposal, the results were best option in the circumstances. as follows; Trade Union Side registered a Formal Disagree- ❚❚ The ballot was sent out to the 33 NIPSA ment with DSO Management over the decision members within SSD to hold a G5 Promotion Board as an External ❚❚ 21 responses returned competition. Trade Union Side argued that there were sufficient numbers within the organ- ❚❚ 20 members - against procurement officers isation in the candidate pool to warrant an being recognised as a profession within the internal competition and potentially mitigate NICS against the G6 surplus figure but Management ❚❚ 1 member - for procurement officers being disagreed and decided to proceed arguing there recognised as a profession within the NICS. was a gender imbalance. Pensions Branch: The new Pensions Admin- Eventually, Trade Union Side withdrew our Disa- istration System (FSDP) was still not fully func- greement on the basis that it would adversely tional and staff were still required to carry out affect the interests of members who were consid- manual work-arounds. This continued to cause a ering the G6 VES by delaying the G5 promotion pressurised and stressful working environment. competition further. CSP HR services transferred from NICSHR to Land and Property Services (LPS ) ESS. LTUS raised concerns about the rationale a. Land Registry: Assurances regarding the for this move which was carried out with no real effect of the NOVA transformation projects consultation but have received assurances from were secured that any staff efficiencies Management that this was not a precursor to would be channelled back into LPS. The privatisation. underground basement storage facility was Annual Benefit Statements for all pension fitted with air conditioning to allow staff to Schemes were able to be produced in the last work in acceptable working conditions. The 12 months which was welcomed as Pensions transfer/scanning of paper archive continued had encountered difficulties in producing State- with the aim of electronically storing all ments for Classic and Premium Scheme cases Registry documents. The reliance on recruit- previously. ment agency staff continued in the short to medium term alongside substantial over- DSO/CSO: Legal Admin Branch (Branch 4) which time until AO supply improves and Whitley was inactive for the past few years has been continues to discuss a staffing structure for reconstituted and a Committee in place. Admin future needs. staff were keen to have a Trade Union presence in place for both DSO and CSO in light of signifi- b. Ordnance Survey: MCO permanent recruit- cant changes taking place around restructuring. ment delivered over 50 new starts and a second competition commenced to ensure The results of the long awaited Review of Legal supply was maintained. A new Field replace- Grades was published and had as expected a ment system was introduced and staff worked significant impact on G6 roles in particular. The through its implementation with a welcome Report resulted in a surplus being declared at G6 return to Field survey. The staff structure and plans for a major restructuring exercise in was improved and broadened over the year DSO and CSO going forward. Management and and Trade Union Side began a conversation Trade Union Side continued to consult closely around the increased ICT specialist nature of on any proposed changes. many Mapping and Charting posts. Some Trade Union Side reluctantly agreed to a G6 projects such as LIPIS (DAERA) continue with Voluntary Exit Scheme being run in order to Agency staff and NIPSA pressed for these address the G6 surplus situation arising from the

Annual Report 2018 45

staff to receive 2017/18 pay increases and management to re-establish Whitley and a new back pay to be paid. Branch committee. Recruitment is ongoing in this work area at various grades. However issues c. LPS Rating: Agreement was reached early with the testing process for the G7 posts have in the year on a flexi working electronic solu- been raised. tion which averted a possible breakdown of industrial relations. The year ended with staff DSS: Recruitment was ongoing to fill vacan- experiencing non release to interest circular cies at ICT 2 and ICT 3 grades in IT Assist. An posts. This was as a result of the success external competition to fill vacancies at ICT3 of staff on EO2 promotion competitions in Digital Development was held. The Branch and the lack of supply of replacement AO continued to work closely with the ICT Consul- staff. LPS were expressing a need for front- tative Committee on a range of issues including line AO staff but will have to progress that the Transformation of NICS ICT Services and the centrally. Staff continued to suffer the worst review of NICS Allowances. of Lanyon Plaza’s extremes of heat, cold and Ongoing issue regarding the grading of Graphic dry humidity while Health and Safety reps Designers in the Branch whereby this discipline endeavoured to seek effective action from is graded differently to other areas of the NICS. the Department. It is hoped that a resolution can be reached with d. Valuation LPS: Trade Union Side continued HR on this. to liaise with Management over staffing levels and expressed concerns about the proposed B3.6 Department of Health (DOH) staffing levels identified for Review in 2019. Trade Union Side continued to discuss with Industrial Relations: There had been signif- Management proposed methods of filling icant industrial relations problems between vacancies in the Valuation Directorate and NIPSA and the Permanent Secretary for some the preference was that internal competi- time. Trade Union Side raised concerns again tions should be run as opposed to external at Departmental Whitley Council (DWC) and the competitions. importance of having a DWC Annual General Meeting (AGM) with the Permanent Secretary in Account NI: Following the introduction of e-in- attendance. voicing efficiencies have been made which resulted in a downturn in workload. As a result Following both formal and informal engage- of this issues regarding micro management in ment with senior management and the Perma- particular work areas has eased. Temporary nent Secretary, the DWC AGM took place on 15 Promotions (TP’s) continued to be used to fill November 2018 with the Permanent Secretary posts on a long-term basis without any view by in attendance. At this meeting, NIPSA chal- management to fill the posts substantively. The lenged the Permanent Secretary on his commit- local Branch continues to engage with management to industrial relations guide and engaging ment for a resolution of this issue. managers at all levels on the importance of good industrial relations and engagement with NICSHR: Following the establishment of the NIPSA. NIPSA also raised concerns they had not local Branch and the Whitley, work continues been formally invited to participate in a ‘Deliver in this area in building on already established Together’ event meeting with Grade 5’s despite positive industrial relations. A NIPSA restructure the fact they had fully participated in a similar within DoF has seen this Branch become solely event the previous year. The Permanent Secre- HR staff with a new Branch being established for tary confirmed his commitment to good indus- the other work areas. trial relations and committed to review and NISRA: The Branch was rebuilding structures implement a new guide. however representations on behalf of members Finance: The budget was slightly lower than the in this area is being managed by the Depart- previous year due to staff transferring to NICS mental Office. Meetings have taken place with HR and the centralisation of the Internal Audit

Group Reports B3 46 B3 Group Reports function. The budget (£21.971m) was under- Department with possible resource issues and spent by £1.1m with all group heads declaring also considered any cost pressures associated an under spend. An additional £0.77m was also with overtime. under spent within the GAE budget. The GAE under-spend had been for a variety of reasons B3.7 Department for Infrastructure (DfI) but mainly due to lower than expected premises costs easements in ministerial and informa- Departmental Running Costs: Following the tion/publicity costs and additional underspends publication of the Briefing on Northern Ireland relating to legal and compensation costs. Budgetary Outlook document by Department Further the Department received an additional of Finance, Trade Union Side met with Senior £100m (with a promise of a further £100 next Managers to discuss the implications for the financial year) from the confidence and supply Department. All of the scenarios outlined in the agreement which was ring-fenced for health document would have had serious implications service transformation. for services provided to the public. Trade Union Side agreed to assist in highlighting these impli- While this supported the creation of around 40 cations to politicians and the general public. The new posts, NIPSA raised concerns regards the Department were allocated additional money in future sustainability of these posts if and when the budget which allowed services to remain at funding from confidence and supply agreement the previous level for the year however there will ends. be a threat to budgets in the coming years and People Survey: NIPSA have engaged with Trade Union Side will continue to engage with Management on the outcomes of the people the Department on the implications for staff and survey and the need to not only provide effec- services. tive communication but evidence of outcomes Digital Services Branch: Trade Union Side to ensure engagement from staff in any future engaged with Management in the Unit survey. Concerns have been raised regarding throughout the year on a monthly basis on the the team code on the 2018 survey and reassur- ICT shared services project. Trade Union Side ance was provided that no staff would be identi- highlighted concerns with senior management fied from completing the survey. regarding the project and the likely impact on Staffing Issues: NIPSA continued to receive the provision of ICT services in the Department. information from Management Side on a quar- Trade Union Side requested that departmental terly basis with regards resource and vacancy staff are not transferred to the new shared service levels. In February 2018 NIPSA agreed to a local until such times as the Department is satisfied ‘resourcing guidance’ which placed emphasis that the same level of service will be maintained. on both local consultation and the funding Whitley Arrangements: As the revised Depart- element of filling vacancies. Ongoing reviews mental Whitley constitution had not been signed of temporary promotions instigated by NIPSA off centrally, Trade Union Side and Management were also encouraged in an attempt to fill vacan- Side agreed to conduct business on the basis of cies as quickly as possible and all DOH tempo- the draft constitution in the interim. Both sides rary promotions beyond 12 months are being affirmed their commitment to continuing good reviewed automatically. Management Side industrial relations in the Department. confirmed on 1st October 2018 that there were 425 staff in post - down around 30 from last year. Provision of Information for Whitley: Trade It was also advised that no staff were currently Union Side raised concerns that since the estab- declared as surplus within the Department. lishment of NICS HR the information provided for the Departmental Whitley was insufficient Overtime: NIPSA were consulted prior to over- for Trade Union Side purposes particularly in time exercises being offered to staff which is in the areas of managing attendance and dignity line with CSC37/74. Total overtime worked from at work. Management Side agreed to raise this 1 Jan 2018 to 30 November 2018 was £28,381.00. issue with NICS HR. Trade Union Side raised This allowed NIPSA to monitor areas within the this issue centrally and concerns raised into the

Annual Report 2018 47

relevant workstream as part of the Standardisa- work being done in the Department. Trade tion of ER processes project. Union Side continued to monitor the situation Dignity at Work: Trade Union Side raised to ensure that adequate resources were in place. concerns about the length of time taken for Catering: Following the retendering of the Dignity at Work complaints to be completed cleaning contract, catering services were with- as some cases were live for more than 2 years. drawn from Clarence Court, County Hall Cole- Management Side agreed to raise concerns with raine and County Hall Ballymena. Trade Union NICS HR to see if there was anything could be Side engaged with members who worked in done to speed up the process. Trade Unions these canteens to ensure they were aware of Side will continued to monitor the situation. their rights and that they got representation in Managing Attendance: Trade Union Side raised any discussion with their management. Trade concerns that the number of absences due to Union Side also engaged with Management Side work related stress had risen in the Department and asked for alternate catering provision to be and asked that Management Side do an analysis provided in these buildings. Trade Union Side to see if there was an underlying cause particu- welcomed the new catering facility in County larly as staff numbers had decreased in recent Hall Coleraine and continued to engage with years and a number of new systems of work have Management Side on provisions for the other been introduced. Trade Union Side reiterated its buildings. view that VES and Budget Cuts had increased Driver Vehicle Agency: Transformation Project: workloads and created a more stressful environ- Management Side advised that the new Hyde- ment. bank Test Centre, part of the Transformation Review of Public Transport Division: Manage- Project would be completed and open to the ment Side consulted on the terms of reference public by early 2021. This would be the first of the for a review of the Public Transport Division. replacement test centres in Northern Ireland. The The purpose of the review was to assess staffing site had all asbestos removed and demolition of needs and if necessary form the basis of a bid for the remainder of the site was due to commence additional staff. Trade Union Side engaged with by the end of the year. This was an essential part the Branch and continued to engage throughout of the project given the demographic changes the review. in Northern Ireland since the original build 35-40 years ago. With significant increase in vehicle Workforce Planning: Trade Union Side reit- usage in the Belfast vicinity it was essential that erated concerns with regard to vacancies and capacity for testing also increased. temporary promotions, given that there was The new driver licensing online applications a supply across most grades. Trade Union were to be fully operational by early 2019, with Side asked that Management Side considered only the ID Assurance to be completed. The substantially filling posts. Management Side public would be able to renew and replace their confirmed that DfI and NICS HR would work driving licence completely online. together to assess staffing needs, bearing in mind the resource budget position and would This gave rise to some office reorganisation fill posts on a permanent basis from promotion which was ongoing. Trade Union Side advised lists where possible. Management Side also management that they would need to be fully confirmed that the Departmental Board moni- consulted on the staff accommodation plan and tored temporary promotion figures closely. on any changes to work patterns or other issues. BREXIT: Trade Union Side engaged with As a result of the changes and pressures placed Management Side to discuss the possible impli- on staff, the number of stress cases had risen cations of Brexit on the Department. A number considerably. The Trade Union Departmental of new posts were created to take forward Brexit Office was working closely with Management related work and Management Side provided Side and NICS HR to find solutions to all prob- regular briefings to Trade Union Side on Brexit lems in order to create a stress free environment.

Group Reports B3 48 B3 Group Reports Trade Union Side and staff were given access A considerable number of roads staff worked to videos of the new centre design both from overtime on a regular basis and others had a staff and customer perspective. It was antic- allowances. A significant number of cases were ipated the new specifications would result in a lodged. healthier environment for all, with less cramped Succession Planning: The impact of the Volun- conditions and a more modern approach to tary Exit Scheme was still impacting on roads vehicle testing and customer comfort. staffing. There remained a large considerable As part of the ICT transformation most driving number of vacancies at the PTO grade despite tests had been completed using a tablet type the best efforts of the Trade Union Side to have device. This proved popular with both examiners them filled. and the public. On completion of the test results An external PTO competition to partly address are emailed directly to the candidates and Driver the issue was to be released in early December Licensing who automatically issue a full licence. 2018 with interviews taking place in January/Feb Holiday Pay: NIPSA have now lodged tribunal 2019. Confirmation of an external TG1 board and cases on behalf of all DVA staff in relation to the internal RSD PTO and TG1 boards were awaited. Holiday Pay and Allowances case. Meetings Trade Union Side agreed a new SPTO board in had taken place with members across all of the 2018 and that competition was expected to be centres to advise on the issues and establish if completed with a list issued before the end of there were potential claims. the year. No delays were anticipated. CCTV: Trade Union Side had raised the issue Roads and River’s Development Programme: of staff safety arising from alleged assaults on The Roads and Rivers Development Programme’s staff from the public. As a result of negotia- aim was to refine its business model whilst trying tions a CCTV system was agreed and was imple- to maintain its level of service to the public with mented as a trial in one centre. Arising from the reducing resources. It was hoped that savings trial it was agreed by Trade Union Side who had could be found with the removal of duplication consulted members and Management Side that across roads and rivers structures. it would be implemented across the service in new MOT centres. The strictest Data Protection This programme saw a review of every business measures had been put in place. This has proved function in both areas of work and was ongoing. successful by reducing the problems previously The Trade Union Side met the senior coordi- experienced by members. Trade Union Side are nating team for updates on the various work keen to ensure it becomes an integral part of our streams throughout the year and was expected new builds. to continue in 2019. TG1: The TG1 JEGS exercise arising from equal Lands Work Stream: The Terms of Reference pay was ongoing. were developed and shared with Trade Union Side as part of the Roads and Rivers Develop- Enforcement Section: iPads were introduced for ment programme. However it was decided that operational staff in an attempt to eliminate staff this work stream would be parked, until such having to do handwritten paperwork. Enforce- times as the vacancies in that structure were ment was the lead group to use this technology filled and the new staff be given appropriate whilst out on duty across Northern Ireland. The time to be trained. The Management Side indi- system was well received by members who felt it cated that this would be taken forward in the assisted in their day to day work. latter part of 2018 and would run into 2019. Roads Section Office Structure: This is a significant Holiday Pay Case: Presentations took place piece of work and it will impact on the staff in across the roads branches advising members the section offices as well as the public using of what the case was about and how members those local facilities. to lodge cases over the summer months.

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Trade Union Side took receipt of the proposal Fleet and Plant Management: The Roads and document in June, and consulted with Road’s River’s Development Board approved the crea- Branches. The Trade Union Side held a meeting tion of shared fleet business unit which would with the Management Side to discuss initial serve the needs of both Roads and Rivers direct concerns with the document and its findings. labour workforces. The exact time scales had These concerns were then followed up in writing. to be finalised. This project team continued to The main concerns raised by Trade Union Side, develop access to future direct labour delivery were the amount of PTO vacancies in the section models. offices. Whilst it was noted that some of the Internal Consultant: The project board agreed proposed system changes and the introduction a draft Terms of Reference (TOR) in August of new technologies could reduce the section 2018 and Trade Union Side awaited an options office work load in the medium to long term, it paper. The Trade Union Side understood that did not however address the immediate staffing the paper would look at longer terms options concerns or settling in period required. A further of the Consultancy Services business model and meeting was to be scheduled to take place. consider how best to deliver it with reducing Claims Unit Review: The Claims Unit review was resourcing. ongoing throughout 2018 with some delay due The Client/Consultancy interface would be to the high volume of claims since January. The reviewed to see if efficiencies could be achieved go live date with a payment interface was put on through different working methods. It would hold as there were some issues that need to be also look at the interface with the Roads Consul- resolved. tancy Strategic partner. This report would then Depots and Warehouse Stream: The Terms of be shared with the Roads Group. Reference had been agreed at the end of 2017 A further Roads and Rivers development with work ongoing during 2018. Full imple- program meeting was expected to take place by mentation was expected by April 2019. This the end of the year. involved a detailed survey of all depots and Administrative Officer (AO) Promotions with warehouse sites. Roads: A number of people were promoted Store Options Evaluation: An evaluation was to the AO grade within Roads and were carried out and a range of options considered. awaiting placement by NICHR. Whilst this was The preferred option was to amalgamate the very much welcomed by the Roads branches, Roads and River store structure, with a reduction it was recognised that this would cause other of 8, replaced by 3 strategically placed stores difficulties in Roads as they didn’t have any AO across Northern Ireland. vacancies, thereby a vast amount of experience The South and East store would be based at would be leaving the department which would Carn, the North store would be based at North- be difficult to replace and could also impact on brook Depot in Coleraine and the West store service delivery. It was also likely to impact and/ would be based in Arvalee Depot in Omagh. or delay on the Roads and Rivers development Some grading issues were still to be resolved. programme. Procurement: The options paper was shared Rivers with Trade Union Side with the preferred option Briefing on Northern Ireland Budgetary to create a single Roads and River’s centralised Outlook: In late December 2017, the Depart- procurement section with a dedicated staffing ment of Finance issued for consultation, a structure serving both areas. The proposal Briefing Document on the NI Budget for 2018/19 required an additional staff officer in the struc- and 2019/20. This identified the pressures on ture which Management Side advised could be service delivery faced by DfI under the various afforded with the savings that they have made budget reduction scenarios outlined. The elsewhere. This new section was to be based Department confirmed that it started the year within the Operational and Maintenance (O&M) with insufficient funding to deliver all services, management pyramid. Group Reports B3 50 B3 Group Reports but received some £24m additional Resource lost following the VES scheme, the move to a and £41m additional Capital funding through new Headquarters building at Loughry and the in-year monitoring rounds. The Department use of promotion lists from P&T competitions determined to overspend its budget in the confi- held originally in Roads Service, to subsequently dence of further in-year transfers to maintain its fill posts in Rivers. Noting that in recent years vital services. Rivers had assumed new responsibilities such Duty Engineers Allowance Scheme: February as Lead Government Department for Flooding, 2018, Trade Union Side submitted a claim for Emergency Planning, Community Resilience and the application of the Duty Engineers Allowance the Homeowner Protection Scheme, Local Trade Scheme, to the Area Engineers in Rivers. The Union Side felt there were inadequate resources Scheme was introduced on 1 November 1981, to provide an acceptable level of service and a for Roads Service staff and was carried over lack of resilience as a consequence. They were with the Roads functions to the Department for particularly concerned at the impact on the Regional Development and latterly the Depart- Mapping and Modelling Unit, which issues crit- ment for Infrastructure. ical expert advice on planning consultations in areas at risk of flood. The conditions for payment of the allowance under the scheme included; being available to This issue of resilience was be considered on an deal with an emergency situation, planned or ongoing basis through the local Rivers Whitley. unforeseen, attendance at local Council meet- TG Review Outworking: ings or other meetings outside normal condi- Proposal for Trawls: Trade Union Side raised tioned hours and dealing with complaints at issue with the memorandum from NICSHR home if available. Vacancy Management indicating the intention The matter progressed through the Roads and to organise trawl competitions for those posts Rivers Management Board. In October an offer “identified as Higher TG”, following the TG review was made to Trade Union Side to incorporate and its outworking. the Area Engineers and Duty Officers into the In the letter, it was noted that the NIPSA Deputy scheme, under the existing conditions, together General Secretary had previously indicated to with a harmonisation of other allowances which Management Side that this memorandum to had applied to Rivers staff on the separate rota departments, was not consistent with previous for Emergency Flood Duty prior to joining DfI. As assurances that “departments would be enabled” these allowances were at higher rates than those to take the decision on the appropriate meas- applied to Roads staff, this package was being ures for the posts, ranging from a paper sift to a considered by local Trade Union Side examining trawl for vacant posts. its overall value and the extent of the rostered duties required. It was also explained that although noted as being on ‘Temporary Promotion’ terms with Flood Risk Management: The Roads and Rivers effect from September 2009, the existing post- Group within the Department as the statutory holders in Rivers had continued to carry out their drainage authority for Northern Ireland, under duties, as many had done for some years prior the terms of the Drainage (Northern Ireland) to the JEGS exercise in 2009. None of the posts Order 1973, with responsibility amongst other were thrown open as ‘opportunities for depu- things, for constructing and maintaining water- tising’ on a rotational basis amongst colleagues courses and sea defences. It is also responsible and no instruction was given from CHR to this for the assessment and management of flood effect. In addition, there was a requirement in the risk under the terms of the Water Environment Candidate Information Booklet for the District (Floods Directive) Regulations (Northern Ireland) Foremen posts affected, that the successful 2009. candidate for each of the districts identified, In this regard, Local Trade Union Side expressed must live within 25 miles travelling distance concern that vital skills and experience had been by road from the geographical centre and that

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“a successful candidate, who does not live within Youth Justice Agency: the prescribed limit referred to (above), must a. Review of Secure Care Report: Discussions permanently relocate at his/her own expense were ongoing between DOF and DoH. Work within 6 months of taking up appointment.” continued to progress on those elements that The Director of Rivers referred the Trade Union had previously been endorsed at Ministerial Side concerns to Management Side in DoF level – such as the repurposing of Woodlands together with Traded Union Side insistence (via the Scoping Study). A dedicated imple- that no action be taken by the Department to mentation team, funded via a successful bid initiate the trawl process until there had been from the Transformation Programme, was proper consultation with CWC. Trade Union Side being assembled to take forward the plan- awaited a response. ning and design stage of the programme. During the year, the Civil Service Executive, b. Early Intervention: An application had in accordance with the particulars outlined, been submitted to avail of Assets Recovery committed to supporting the filing of the posts Funding to roll out an Early Intervention identified in Rivers through a paper sift. programme. Introduction of Performance Management NIPS – Prisons 2020: for Industrial Staff: In March, Management a. Prisons 2020 was a three year plan, however Side informed Trade Union Side that a perfor- due to budget uncertainty a one year action mance management process was being intro- plan was developed. Management had duced for the 2018/2019 reporting year for advised the LEAD programme would be industrial staff in Roads and Rivers, as part of rolled out to General Service grades but the the outworkings of the NICS Industrial Pay and priority was operational staff. NIPS continued Grading Review. However, DfI Roads industrial to work with the Department on developing staff were part of the PU bonus scheme would training for non- operational staff. not fall under the new performance management system. The relevant line managers of b. Allowance: NIPSA successfully argued that industrial staff (TG grade) were required to an allowance, currently only paid to Prison undertake mandatory training in their role of Officers, would now to be paid to General Reporting Officer in the performance manage- Service grades who came into contact with ment process. contaminated waste. Legal Service Agency – Transformation B3.8 Department Of Justice (DOJ) Programme: Management presented the NICS People Strategy: Key themes of the NICS proposed staffing structure for the Agency People Strategy included improving leadership, following the introduction of the Legal Aid staff engagement, development and wellbeing Management System in April 2019 and other as well as diversity and inclusion. DoJ staff Projects that together would deliver the Trans- sessions were held in March and a people plan formation Programme. Staff were asked to was developed. Trade Union Side continues to indicate if they wished to stay in the Agency or monitor progress with further meetings with transfer to another area. Following this exercise, Management in the New Year. staff who wanted to remain were matched to posts. Trade Union Side continued to work with The Appeal Service (TAS): The transfer of the Human Resources on identifying posts for those Tribunal and Appeal Service/Rent Assessment who wished to leave the Agency. Panels from Department for Communities to Department of Justice was delayed. This was to Equal Pay: NIPSA continued to campaign for be a functional transfer and there would be no the full Equal Pay settlement to be paid to staff in impact on terms and conditions. DOJ, PSNI and PPSNI. NIPSA set up a strategy to take forward the issue at the beginning of 2019. Meetings took place with the Permanent Secre- taries of DOJ and DOF to put forward the case.

Group Reports B3 52 B3 Group Reports Further meetings were to be arranged with the Promotion and Recruitment: Trade Union Permanent Secretaries in the New Year to discuss Side remained concerned that management further. continue to use external recruitment as a means to fill existing and new posts within AFBI. Internal B3.9 The Executive Office (TEO) promotion was limited to a narrow range of specialised trawls. Trade Union Side met with The DoF NIPSA office continued to provide the Chief Executive on the issue of selection support and representation while TEO declined and development and while it was agreed to provide any seconded support. Consulta- that further work would take place on this, the tion on staff reviews were positive with Brexit Chief Executive would not agree to withdraw as and Vouching and Verification sections seeing management indicated that they may move to acceptable structures established. Clarity around external recruitment for all vacant posts. competitions and opportunities continue to be sought but a better relationship with TEO led to the sharing of much improved Staffing informa- B3.11 Aramark tion. NICS Catering Contract: NICS Central Procure- ment Directorate advertised the tender for B3.10 Agri-Food and Bio Sciences Institute cleaning services in a number of NICS sites but (AFBI) removed catering from this contract leading to the closure of catering services in a number Industrial Relations: Because of difficulties of sites including Great Northern Tower, Clar- experienced by two NIPSA branch representa- ence Court and in Ballymena. NIPSA met with tives during 2018, meetings of the JNCC were Management and members affected and sought suspended. Trade Union Side engaged manage- to mitigate the impact by seeking employment ment on these matters but one significant diffi- in other locations as an alternative to redun- culty remained with facility time being refused to dancy where appropriate. the Branch Chairperson. NIPSA proposed a reso- Catering facilities remained at Castle Buildings, lution to senior management and a response Dundonald House, Netherleigh and CCEA but was awaited. closed at Rathgael House and Stormont Castle. Budget Allocation: Trade Union Side has raised Failure to Consult: Following the completion concerns regarding a reduced budget alloca- of a retendering of the PSNI cleaning contract, tion for 2018/19 and plans to continue to reduce staff transferred from Aramark to Mount the budget in 2019/20. AFBI has focused on Charles. However significant cuts to working external funding sources, such as GB Govern- hours occurred shortly after the TUPE transfer ment Departments, Republic of Ireland Govern- and NIPSA lodged 51 tribunal applications for ment, EU funding and private sector sources. members for failure to consult. While this has resulted in a number of new posts, Trade Union Side has raised concerns that these are only temporary due to the nature of short- B3.12 Armagh Planetarium and Observatory term funding provided. Terms and Condition Review: At a meeting in Review of AFBI: The Department of Agricul- March 2018 variations in terms and conditions ture, Environment and Rural Affairs (DAERA) of employment between Observatory and Plan- completed its review of AFBI setting out a series etarium staff were discussed and AOP’s Head of recommendations on issues such as commis- of Corporate Services suggested options going sioned services, estate management and its forward. core-funding relationship with the department. Trade Union Side submitted a written response It was noted that this review was subsumed by a to the suggested options paper. Trade Union DAERA led Science Transformation programme Side had sought; and Trade Union Side are engaging with NIPSA colleagues in DAERA on this issue.

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a. A reduction of the working week from 37.5 to their salary maintains the principle that staff to 37 hours; who are on terms analogous to those of the NICS b. The removal of 5 years requirement to gain are no better off, and no worse off, as a result of 30 days annual leave; the pension scheme to which they contribute. Trade Union Side received confirmation at Octo- c. For the sickness scheme to remain as is; ber’s JNCC meeting that the issue had now been d. Flexible working to be maintained; settled and that staff would continue to receive the allowance. e. Overtime payments to be in line with NICS. Arts Council’s Chair: Trade Union Side held a Negotiations concluded in September resulting number of meetings with members regarding in Trade Union Side getting everything as the ACNI Chairs’ refusal to give an assurance to outlined above. Consultation with members in the Department for Communities regarding October resulted in them voting to accept the equality of funding allocations. In response revised terms and conditions of service. members and staff agreed to submit a letter of Policies: The following policies were subject to protest. The staff letter sent to Arts Council Chief consultation/negotiation during 2018; Executive Roisin McDonough, on September 24 ❚❚ Equal opportunity; on behalf of 80% of staff, stated that they had been “moved by extraordinary events to write ❚❚ Grievance; to you and strongly refute the comments made ❚❚ Disciplinary; by John Edmund, Chair, to Ian Snowden, Deputy Secretary of DfC, in his letter to Mr Snowden of ❚ ❚ Recognition agreement; 20 August 2018”. ❚ ❚ Dignity at work; At October’s meeting of the JNCC NIPSA formally ❚❚ Code of conduct. called for the Chair to resign. Policies: The following policies were subject to B3.13 Arts Council Northern Ireland consultation/negotiation this year; Redundancy Policy: Trade Union Side ❚❚ Recruitment and selection; continued to campaign for the introduction ❚❚ Use of electronic communication; of the NICS terms and conditions relating to redundancy payments. Trade Union Side efforts ❚❚ Information and IT security. continued to be frustrated by the Department for Communities position that this issue is dealt B3.14 Charity Commission for with as part of the Arm’s Length Body review. Northern Ireland (CCNI) NIPSA continued to lobby a number of MLAs seeking their assistances in changing DFCs’ posi- Finance: CCNI received a 4% cut to the 2017/18 tion. budget allocation but managed this without a need for cuts to staffing. A further £239K was Pension Allowance: In the 2016 pay remit the allocated following June monitoring. £60k was Department of Finance advised that they were allocated for a new ICT strategy while £250k aware that a number of public bodies have was set aside for a two-year transformation arrangements in place to ensure that their staff programme. are not disadvantaged as a result of paying what were historically higher employee contributions Staffing: CCNI was able to keep its full staff to the NILGOSC pension scheme than other complement but reductions to temporary and public sector employees who are members of secondment staff was impacting on service the PCSPS(NI). They argued that this adjustment delivery. Trade Union Side raised concerns can no longer be assumed to be a fixed amount about significant staff turnover with a higher and that ACNI must ensure that they review the number of recruitment competitions needed to position for each individual member of staff on fill vacancies where permanent staff left post. an annual basis to ensure that any adjustment

Group Reports B3 54 B3 Group Reports Accommodation: As result of a serious health Staff Attitude Survey: NIPSA raised concerns and safety issue against a staff member, with significant delays arising from the staff Management Side sought to close the Lurgan attitude survey and implementation of work office and transfer staff to Belfast. Trade Union needed to deal with issues raised. NIPSA Side opposed this proposal and engaged the proposed and Management agreed a working CCNI Board and Department for Communities group to consider various options to deal with (DfC) Permanent Secretary. Trade Union Side outcomes from the survey. However this work argued that as a Minister had decided to locate fed into work on Investors in People causing CCNI in Lurgan, any decision to move to Belfast further delays. NIPSA indicated that there was also required Ministerial approval. Trade Union a lack of confidence in Management regards Side also engaged local MLAs and local press in acting on the survey outcomes and that credi- a campaign to keep the office in Lurgan. Trade bility had been lost. NIPSA still awaits an imple- Union Side received confirmation from DfC mentation plan on this from Management. Permanent Secretary that an alternative loca- Mobile Training Unit (MTU): Management tion in the Craigavon area would be sought. This indicated a pre-engagement exercise and then a was agreed by members and a project group full review of how the service for the MTU would involving members of the Board, SMT, staff and be met, including purchase of a new lorry. As Trade Union Side was set up to consider the the driver had been retired on health grounds, transfer of staff to a new location. Management proposed enhancing the duties to Policies: NIPSA was consulted and agreed upon include training and development. This post is a wide range of policies including Maternity, currently out for recruitment. Whistleblowing, Code of Conduct and Informa- tion Security. B3.16 Cross Border Bodies Pensions: NIPSA continued to lead unions B3.15 Construction Industry Training Board with regards the North/South pension scheme. (CITB) Concerns were raised in relation to the in-ser- Pay: Following release of the NICS pay remit, vice re-evaluation rate for Northern members. a 1% increase in salaries was paid in March Changes to the compensation scheme and 2018 salaries. Following the imposition of NICS the review of the State Pension Age in the UK. 2017/18 pay, NIPSA raised the need to review Concerns were raised relating to GDPR and allowances as there had been increased by 1% Brexit on the cross-border scheme. and for staff to receive any arrears due. Manage- Loughs Agency: Management Side confirmed ment proposed to move the pay date from April they remain under significant financial pressure. to September to align with their financial year Further requests for additional funding have not and while this was not agreed, it remains an been agreed with the Department of Finance option to be considered at a later date. (DoF) unwilling to match funding provided by Staff Welfare: Southern Departments. Brexit continues to be a concern with Management Side preparing a. Lone Worker Training: NIPSA requested for various options. Trade Union Side raised specific training for those staff who visit sites concerns about pension salary uplift arrange- outside the office alone and this took place ments that were withdrawn when the North/ in May. It was also agreed to review the risk South pension scheme was introduced with assessment process. legal action a likely outcome. Trade Union Side b. Mates in Mind: While Inspire services are continued to push for a proper workforce plan available to staff, Management have used to deal with under-resourcing of staff in critical information from Mates in Mind service to areas. Concerns regarding the suspension of the support staff in dealing with mental health Boat Allowance, vehicle trackers and overtime awareness. were also raised.

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Tourism Ireland: Trade Union Side pushed ❚❚ engage Councils on the transfer of elections. Management Side to fill posts and recruitment Trade Union Side opposed these plans and increased filling many vacant posts. Online NI engaged in a high level campaign with a polit- Equality and Diversity training was provided to ical parties, meeting all parties and a number all staff located in Coleraine with GDPR training of party leaders. Trade Union Side also raised provided to all staff worldwide. Policies were concerns that Equality screening had not been agreed during the year including child safe- completed. guarding, retirement and code of conduct. Brexit remained a serious risk with Management In November 2018, the Chief Electoral Officer Side considering all scenarios and options. provided Trade Union Side with a consultation paper setting out the proposed transforma- Waterways Ireland: Trade Union Side engaged tion of EONI structures and processes. These in a consultant-led review of Business Support included: Directorate with a series of meetings with both Management Side and members. Recommen- ❚❚ the closure of the remaining 4 regional offices dations saw posts lost and new posts created with centralisation to Belfast office; but no jobs were lost and career development ❚❚ job losses for those staff in Omagh and Derry/ opportunities arose for a small number of Londonderry offices; members. Finance continued to be a risk with ❚❚ contributions to the pension scheme adversely transfer of staff in Banbridge and impacting on overall budgets. These pressures Newtownabbey offices to Belfast; and caused a delay in a comprehensive workforce ❚❚ changes to organisational structure and work planning strategy phase 2. The tragic death of processes at Belfast. a staff member on the canals led to a series of Trade Union Side held a series of meetings with Health and Safety reviews, new updated policies Management Side and members with a small on Health and Safety and lone working policies. number of staff in Banbridge and Newtownabbey receiving Voluntary Redundancy agreements. B3.17 Electoral Office for Northern Ireland Trade Union Side has been provided with a new (EONI) organisational structure with middle and service graded posts being lost but recruitment at lower Finance: EONI continued to operate on a grades. Banbridge and Newtownabbey offices reduced budget reducing from £2.7m in 2010 will close and centralise to Belfast in January to around £1.8m by 2020. These reductions 2019 with Omagh and Derry/Londonderry required changes to work processes and a work- offices closing in June 2019. force reduced by around one third. Online Registration: In June 2018 Manage- B3.18 Health and Safety Executive ment Side introduced the long-planned ‘on-line’ Northern Ireland registration service. While some facility was made for hard copy registration, on-line services Out of Hours Service: Management Side’s became the optimal route for all services going proposal to introduce out of hours service as forward. a contractual obligation had been robustly challenged by Trade Union Side during the Future Delivery of Electoral Services: The NIO year. At a meeting in early March Manage- launched a public consultation in 2016 and the ment Side advised that they had accepted outcomes of the consultation were announced Trade Union Side’s arguments and therefore by the Minister in June 2018. The main outcomes the option of participation would remain on affecting NIPSA members were: a voluntary basis only. Trade Union Side was ❚❚ digital registration would be implemented in also able to negotiate improvements to NICS June 2018; Terms and Conditions that would be normally ❚❚ review service delivery and the EONI estate in applicable to out of hours/on-call services. A light of digital registration: and revised proposal was circulated to both Trade Union Side and staff in August for consultation. Group Reports B3 56 B3 Group Reports In October members voted to accept and partic- promotion competition takes place. This new ipate in the revised out of hours service policy/ policy increased opportunities to move and rota. release staff to take up posts more quickly. Recruitment: Trade Union Side raised concerns B3.19 Invest NI and negotiated with Management Side in rela- Grading: Given members ongoing concerns tion to part time staff being encouraged to apply regarding staff within the organisation feeling for full time posts ie job share and other alterna- pressured to take on additional duties with little tives, to ensure that part time workers are not acknowledgement or remuneration, a survey discriminated against. The issue was ongoing. was circulated to members to ascertain how Flexible Working: Concerns raised by members many members within the organisation were relating to flexible working applications being affected. The survey was anonymous and results unsuccessful. Were taken forward by Trade expected in the New Year. Concerns had been Union Side. Interventions were made on indi- raised with Management Side on numerous vidual cases and applications approved. occasions, however Trade Union Side felt it was important to measure the volume. Redeployments: Concerns raised regarding the process for redeployments taking place Managing Attendance Policy: Long term within Invest NI. Trade Union Side consultations absences continue to be a main concern within with Management Side were ongoing. Invest NI. Negotiations with Management Side were positive. The revised Managing Attendance Emergency Lighting: Management failed Policy took effect from 8 October 2018, changes to consult with Trade Union side on a matter included: relating to Emergency Lighting. This matter was a serious Health and Safety issue. Trade ❚❚ no Cause for Concern, this will be carried Union Side raised concerns and advised that it out by Line Managers during Return to Work was unacceptable that no timely consultation interviews; had taken place. Arising from the negotiations ❚❚ new triggers were negotiated. The new policy measures were being put in place. triggers are 4 occasions or 12 days whereas previously it was 3 occasions and 8 days; and B3.20 National Museums Northern Ireland ❚❚ 5 days Special Leave with pay was granted (NMNI) following bereavement of a close relative. Sickness absence will be recorded but will Public Service Transformation Fund: At the not trip the trigger for formal action however beginning of 2018 National Museums Northern if absence is extended it will be managed as Ireland (NMNI) was allocated a substantial long term sick. amount of finance to examine better ways of conducting business. A potential Voluntary Exit Following intervention from Trade Union Side style scheme was discussed with initial roll out with Management Side, recognition increased in September/October 2018. The first phase for those members who are on long term sick was open to staff from with the Education absence and fall under the Disability Discrim- section of the Public Engagement Directorate. ination Act, this has resulted in a reduction in Due in part to the perceived bull-headed and trigger points for members. non-engaging approach to the process from Staff Movement Policy: Concerns had been Management, the uptake of applications to the raised regarding the reintroduction of the scheme was remarkably high. With most if not Transfer policy however Transfers had taken all exits likely to be accepted, where this leaves place within Invest NI for a couple of years. Education within NMNI is something NIPSA are Following negotiations with Management Side consistently querying. Phase 2 of this process is the Staff Movement Policy replaced the Transfer due to commence in January 2019. Policy offering staff opportunities to move at Staff Structure: May 2018, formal NIPSA the grade each time a generic recruitment or consultation began on the proposed changes to

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the structure of Education and Learning Depart- Secretary was invited to participate to provide a ment. The relevant Job Descriptions were circu- NIPSA specific voice. The Section Secretary and lated and comments correlated. Much confusion several NIPSA site representatives met with the remained amongst the relevant staff over the Chief Executive the Chief Operating Officer and rationale for the proposals, which became all the Head of Human Resources to discuss the the more clouded with the Director of Public cancelling of various events within NMNI and Engagement, who proposed the changes, exited the potential ramifications for doing so. This was the organisation in October 2018. Voluntary Exits part of a wider discussion on staff morale and within the Department, due in January 2019, put communications, and visitor figures released the project on indefinite hold. late in 2018 appeared to support the NIPSA posi- Policies and Procedures: A reworked Dignity tion. at Work Policy was agreed in November 2018. Organisational Development Committees: A completely revamped Performance Manage- Three new working Committees were proposed ment Policy was subject to significant consulta- to help advance the mission, vision and values of tion. NMNI. . These were: Recruitment: An Audience Development a. Leadership; Manager and Visitor Experience Manager b. Communications and Engagement; were appointed in February 2018, as well as an Academic Research post. These posts were c. Performance and Learning. not signed off by NIPSA, as much consterna- These committees met intermittently between tion was expressed at the need for such roles. January and March 2018. To work through the A training programme for Science Curators outcomes, an oversight and implementation was internally trawled, but no appointments committee was convened in October 2018, were made. NMNI filled the roles via external including the Section Secretary to provide NIPSA recruitment. Several Project orientated posts guidance to implementation of the out work- were trawled throughout July and August 2018. ings of the findings of the committees These included technicians, object handlers and a project Co-ordinator. A Conservation Project Pay Award 2017: Despite NMNI having Technician was recruited for a fixed term in submitted their pay remit documentation in November 2018, as well as a fixed term Project relatively timely fashion (although that is still Supervisor. The vacant Visitor Services Manager an issue) no progress had been made in imple- position at the Ulster Museum was appointed in menting the pay award. It was expected to be October 2018. External trawls were carried out January 2019 at the earliest. for a Retail Officer and a Pensions and Payroll Annual General Meeting (AGM): Both NMNI Officer. Despite the blatant need for additional Branches conducted their AGM’s in November resources within Visitor Services across the NMNI 2018. sites, no movement occurred. NIPSA continued External Contractors: NIPSA raised concerns to press for urgent action within that particular voiced by various members regarding the use of arena. external contractors in areas where pre-existing NMNI Communication: To better improve skills and knowledge were patently available. internal communications the Chief Oper- Casual Contracts: NIPSA and HR agreed to ating Officer (COO) created a site sponsorship examine the impact of zero hour contracts programme, allowing employees from different within NMNI and to deal with concerns, tech- departments, grades and roles to form teams nical issues and individual difficulties by the to improve how communication matters were early part of 2019. dealt with and disseminated across the sites. The site sponsorship meetings commenced in Mental Health: NMNI embedded mental health October 2018, and were positively received by and wellbeing into the fabric of the ‘new’ ethos the attendees. In November 2018, the Section of the museums, known as ‘Here for Good’.

Group Reports B3 58 B3 Group Reports As part of this, seminars conducted by Inspire and partnerships around NMNI collections were held at Cultra. Absence Management was and sites. The potential for recruitment, career a major part of these discussions, suggesting a development and investment was obvious and rethink was necessary in policy. NIPSA have been included in discussions on the various plans for the future. Overpayments: At the October 2017 JNCC it was agreed that the matter would be dealt with by December 2017, and while it was discussed B3.21 NOONAN the matter was not formally resolved. A member TUPE/Reduction in Hours: In early March Trade decided to seek legal advice through the NIPSA Union Side was advised by G4S that they had solicitor’s to resolve the issue. lost the NICS cleaning, catering and ancillary Grading: The 2017senior level structural review services contract to NOONAN. brought few potential grading anomalies and As a result of this transfer Trade Union Side role definitions into the spotlight. Various had been contacted by a number of members meeting between the Head of Human Resources regarding meetings that managers from (HR) and the NIPSA Section Secretary were NOONAN had held or were planning to hold held to delve further into these matters, and in with them. February 2018 the first of these was examined in detail by HR. Other areas were examined during At these meetings members were advised that the year, with some work yet to be done in the NOONAN had proposals to significantly cut their 2019 reporting timeframe. working hours under this new contract and asked them to sign documents/new contracts. Overtime/Annual Leave Issue: The Section Secretary and the Headquarters Official met with In response Trade Union Side: those staff potentially impacted upon by the a. Advised members not to sign these docu- Tribunal cases being taken on matters relating ments; to overtime and annual leave pay. A collective b. Sought detailed information from Manage- grievance was issued in February 2018 and the ment Side i.e. BICs report, building cleaning issue continued to be monitored. specifications etc; Budget: NMNI received another cut to the oper- c. Held meetings with NOONAN at which they ating budget, meaning that over the past few were advised of their failure to adequately years the overall cut to organisational budgets consult under TUPE regulations by failing to sat at around 50%. Discussions between the properly inform and consult on any changes Chief Operating Officer and the Section Secre- to contracts that would occur post transfer; tary on potential difficult decisions and solutions continued throughout April, May and June d. Advised NOONAN that Terms and Conditions 2018. NMNI was granted a significant amount of of employment are protected by TUPE; Capital Investment, allowing various projects to e. Wrote to members in mid-May requesting move ahead. This included some recruitment to their permission to lodge industrial tribunals achieve planned outcomes, as alluded to in the for failure to consult; Recruitment section of this report. f. Engaged in recruitment and organising Local Authorities and Partnerships: With activity. the forecast for significant future growth every Council area is focused on developing its tourism Trade Union Side continued challenge to these offering and attracting more visitors. Over July the cuts resulted in a number of sites being and August 2018 senior NMNI staff members removed from the ‘affected’ list. met and continued conversations with Lisburn Trade Union Side is pursuing a TUPE failure City and Castlereagh, Belfast City, Ards and North to consult case against G4S/NOONAN via the Down and Derry City and Strabane Councils to Industrial Tribunal. This is likely to progress to explore opportunities for greater collaboration Tribunal in early part of 2019.

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B3.22 Northern Ireland Assembly Deputy Head of HR, Senior HR Managers and Trade Union Side, met bi-monthly throughout Pay: Negotiations commenced in December the year. 2018 following the submission of a pay claim earlier in the year for a 14% consolidated pay The main focus of these meetings was the impact increase for all staff based on a pay recovery of the current political impasse and its impact on approach, introduction of Assembly Allowance, Assembly staff including staff morale, health and the payment of all increments due, a reduction wellbeing, meaningful work, job security and in spinal column points, increase in annual leave redeployments. entitlement, and an increase in the overtime ERG negotiated with Management Side on hourly rate cap. A final offer was received for a various staff handbook policies throughout the consolidated 2.7% pay increase with a reduc- year, including the introduction of a Domestic tion to 2 spinal points across all grades, increase Violence Policy, Mental Health Policy and Carer’s in the overtime hourly rate cap plus a compre- Policy. TUS negotiated changes to the Security hensive job evaluation, pay and grading exer- Clearance Policy, Capability Policy, Dignity at cise which will hopefully rebalance the deficit of Work, Uniform Policy, Mental Health Policy and below inflationary pay increases experienced by HR Records Policy. Assembly staff since 2010. Policy Development: Non-Financial Reward Political Situation/Redeployment: The and Recognition; Transgender Policy; Standards ongoing political crisis continued to see a of Conduct Policy; Whistleblowing Policy; and non-fully operating Assembly. As a result, there Sexual Violence Policy. remained over 130 staff redeployed, volun- Performance Management: The Assembly tarily, to other public sector organisations. Trade has introduced a new simplified performance Union Side, through its negotiation framework management process following negotiations with Management Side, continued to ensure with Trade Union Side. This less bureaucratic there was minimal negative impact on Assembly process removed performance ratings and staff placements and any potential detriment. complicated objective setting. Annual goal Recruitment: In 2017 the Assembly conducted setting, in-year and end-year reviews have been external recruitment competitions despite removed and replaced with continuous feed- the objections raised by Trade Union Side. As back performance conversations including a result, merit lists were created and in 2018 coaching, training and development needs and Management Side have extended all merit lists mentoring. This will be rolled out in 2019. for a further 6 months, against representations Assembly Skills and Behaviours: Following from Trade Union Side, breaching the Assembly negotiations with Trade Union Side, The Commission policy on Merit Lists. Trade Union Assembly replaced the Assembly Competence Side believed that these lists would expire before Framework with an Assembly Skills and Behav- any successful candidate can be placed in a post iours Framework. This framework outlines the and all competitions will have to be re-run. skills and behaviours that are deemed essential Trade Union Side Seconded Position: The to overall effective performance in the Assembly Trade Union Side Seconded Position is reviewed Secretariat. The framework was used for Perfor- annually for funding. Management Side mance Management and Recruitment. continued to acknowledge the value of this post Success Profiles: The Assembly replaced and the position continues to be filled especially competency based recruitment with Success during this period of political uncertainty and Profiles, similar to that which has been rolled for the upcoming comprehensive job evalua- out across the Civil Service in GB by the Cabinet tion, pay and grading review. Office. Employee Relations Group (ERG): The Employee Relations Group, which consists of Director of Corporate Services, Head of HR,

Group Reports B3 60 B3 Group Reports B3.23 Northern Ireland Audit Office (NIAO) e. A non-consolidated payment of 2.5% for those members of staff who are above the Workforce Strategy: Throughout the year Trade max of their pay scales. Union Side continued to push Management Side for extensive consultation on the various strands also with effect from 1st April 2019: of this important strategy including issues such f. 2.5% revalorisation to all pay scales excluding as covers skills, retention, development, succes- Auditors and GTAs; sion, talent management and professional g. 4% revalorisation for Auditor grade ; development. h. Review of training package exam allowances Policies: The following policies/procedures were for Graduate Trainee Accountant in line with subject to consultation/negotiation this year; CAI recommendations and removal of the ❚❚ JNCC Agreement; minimum point in the pay scale; ❚❚ Facilities Agreement; i. Increase for Sandwich Students in line with ❚❚ A guide to Managing Industrial Relations in ‘Living Wage’; the NIAO; j. A non-consolidated payment of 2.5% for ❚❚ Temporary Promotion procedure; those members of staff who are above the max of. ❚❚ Health and Wellbeing Policy ; Members voted to accept the offer. ❚❚ Shared Parental Leave Policy; ❚❚ Travel, Subsistence and Travel Time; B3.24 Northern Ireland Court Service ❚❚ Grievance policy – issue of it failing to cover (NICTS) the C&AG. CCTV: Trade Union Side met with the DOJ Pay: As part of the 2018/19 pay negotiations Chief Information Officer on this issue. It was Trade Union Side had been seeking a properly explained that CCTV can be used by police as thought out long term pay deal that offered an part of a criminal investigation into a member opportunity for structural reform of pay possibly of staff. It was explained that the contested line up to 2020-21 with significant scale shortening in the data entry register regarding the moni- to bring about a 3 point pay scale with the aim toring of work activities of staff was put in place of moving to a single pay point for everyone due to POA reps successfully arguing in discipli- within each grade. Negotiations concluded in nary meetings that the CCTV footage of prison December resulting in the following final pay officers could not be used as the data entry offer: register did not contain this entry. The issue was raised centrally and it was agreed it was a matter with effect from 1 April 2018: for each department. a. 2.5% revalorisation to all pay scales excluding Fine Enforcement and Collect Service: Work Auditors and GTAs and the removal of point commenced in June with staff in post from April. one (minimum point on scale) for each pay Secondary legislation was progressed through scale; the department, agreed and signed off by the b. 4% revalorisation for Auditor grade and Permanent Secretary allowing the branch to removal of the minimum point in the pay operate. Comprehensive training was provided scale; to all staff and the branch was located in Lagan- c. Increase in training package exam allow- side House. ances for Graduate Trainee Accountant; Review of Court Operations: Trade Union d. Increase for Sandwich Students to the ‘Living Side received a copy of the draft report and met wage’ of £9 per hour; with management to discuss the recommendations of the report. Trade Union Side were

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content with the proposed implementation of terms on 12 September 2018. The offer was as the recommendations after the meeting. It was follows: agreed to have a further meetings when imple- a. All Level 4 to 7 employees whose perfor- mentation proposals were drafted. mance rating is Exceptional Achiever will Bishop Street Courthouse: The air quality in the receive a 3-step increase up to a maximum of court areas was found to be poor and a report by 110%; employees at the 110% point will not air quality technicians was ordered to be under- receive a performance uplift. taken in the building. The report compiled by b. All level 7 employees whose performance the air quality technical experts showed prob- rating is Consistent Achiever will receive a lems with airflow in certain rooms, court offices 2-step increase up to a maximum of 105%; and various rooms within the courthouse. the performance increase ceiling of 105% Works were carried out over the summer will be applied. Employees on the 105% or months to avoid disruption to court business. above and whose performance is rated as The Customer Service Team moved temporarily Consistent Achiever will not receive a perfor- to Orchard House at the end of June due to their mance uplift. area not being able to be used for staff. They are c. All Level 4 to 7 employees whose perfor- content with their new offices. A form of words mance rating is Partial Achiever will receive is with the branch committee to be agreed to be a 1-step increase up to a maximum of 95%; placed on peoples file to reflect their time spent employees currently on the 94% point will in the environment of the courthouse. progress up to 95% whilst employees at the Court Improvement Portfolio: Trade Union 95% point or above will not receive a perfor- Side are awaiting the mandate for this project mance uplift. which will look at a number of NICTS aspects. d. Employees whose performance rating is Review of Official Solicitors Office (OSO) Unsatisfactory will receive no progress to the and Office of Care and Protection (OCP) IT next pay point of their respective scale. Processes: Trade Union Side met with Manage- e. Each pay point on the current Level 4 to 7 ment in June for a preliminary meeting to discuss pay scales (effective from 1 August 2017) will the forthcoming review of IT processes. Terms of be revalorised by 1%. The 90% point of the Reference were forwarded to Trade Union Side Level 7 pay scale will be removed with effect which were agreed. A further meeting to update from 1 April 2018 and the value of the 92% Trade Union Side was scheduled. point will increase to £17,100 in line with Staff Engagement Action Plan 2017-2019: A the implementation of the National Living short survey on aspects of the staff engagement Wage rate for employees aged 25 and over. plan was planned and a draft survey was sent to This rate will be paid to all Level 7 employees, Trade Union Side for comment. A final draft had regardless of age. been agreed for the survey. A further meeting f. In addition, a 1% increase in the rates of was planned to discuss the results of the survey. On-Call allowance (contractual and non-con- There was a commitment from management tractual) and Duty Officer Allowance will be side to formally review the action plan at the applied with effect from 1 August 2017. halfway stage. It was agreed to consult members on the offer and following an email ballot, 187 members B3.25 Northern Ireland Water (NIW) responded, 117 accepting the offer and 70 2017/18 Pay: After a significant delay while rejecting the offer. Management Side awaited a pay remit from Trade Union Side wrote to Management Side to its sponsor Department, negotiation for the accept the offer but set out clearly expectations 2017/18 pay settlement commenced in March. A on 2018/19 pay and the need to avoid action series of meetings were held until Management by reaching a significantly increased pay settle- Side put forward its proposed pay settlement ment.

Group Reports B3 62 B3 Group Reports 2018/19 Pay: Taking into account the pay claim produce a diversity strategy to include options, lodged by Trade Union Side in the Northern such as ‘Women in Engineering days’. Meet- Ireland Civil Service (NICS), Trade Union Side ings have taken place with Stonewall, Rainbow lodged the following pay claim with NIW on 30 Project as well as other gender, LGB&T and Disa- October: bility groups. Trade Union Side await the draft a. A 7% increase on all pay points including the diversity strategy. maximum; B3.26 NSL – Traffic Enforcement b. A 7% increase on allowances; Covert Monitoring: As a result of a number of c. A review of low pay within NI Water; and disciplinary cases, NIPSA raised concerns about d. Removal of the Capped Overtime rate. managers covertly monitoring staff. Manage- Trade Union Side sought an early meeting to ment stated this was provided for in the contract begin discussions but Management Side were but NIPSA lodged a complaint with the Informa- awaiting a remit from their Sponsor Department tion Commissioner’s Office. before commencing negotiations. Run Rate and Capability: NIPSA raised concerns Partial Retirement: Trade Union Side sought that Management are applying the capability the introduction of a partial retirement option policy through the blunt tool of the rate of for members and has had a series of meetings parking tickets issued by staff. Management during the year on this. Management Side view provided a detailed response on this to NIPSA this as a lead in to retirement and wish to limit but we continued to engage management to the partial retirement period to only 18 months. remove the run rate as a method to engage the Given the extension of retirement age and the capability policy. physical nature of many jobs within NIW, Trade Health and Safety: NIPSA raised concerns Union Side considered the period should be regarding application, or lack of, the adverse longer. Negotiations were ongoing. weather policy throughout the year, especially Telephone Allowance: Following a series of regarding high winds. Management continue meetings and correspondence, Management to seek staff are deployed as often as possible Side put forward a final offer of up to £325 and NIPSA has sought changes to the policy. as compensation for their decision to cease Following an assault on a staff member on payment of the Telephone Allowance, which the Falls Road, Belfast, scooter team staff were was worth £100 per annum. removed from bus lanes. NIPSA worked with Management and staff were returned to this Following receipt of the final offer, Trade Union work. Side balloted the members affected. 51% of those affected responded with 89% of those B3.27 Police Service Northern Ireland accepting the offer. Finance: The PSNI received a 1.5% budget Voluntary Exit Scheme (VES): Management cut which equated to £10m for 2018/19. The Side again offered a VES on the line of the NICS Department of Justice gave PSNI £7m at the start scheme. Funding for up to 20 VES offers had of the financial year to assist with legacy related been made available but it was likely between investigations. Through June Monitoring and 9-11 offers of VES would be made. 28 staff October Monitoring PSNI secured additional applied for the VES with 8 applications accepted funding from the DOJ amounting to £8.6m to and a number under appeal. help offset in year pressures. The PSNI projected Equality: Trade Union Side raised concerns a break even position at year end. There was no regarding the gender split within industrial and indication on the 2019/20 budget settlement. non-industrial staff within NIW and requested an Revised Environmental Allowance: Trade equality statement for roles where women are Union Side raised a claim for an increased under-represented. Management Side agreed to Revised Environmental Allowance to bring it

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into line with the NI Transitional Allowance paid Trade Union Side raised a number of concerns to Police Officers. Following the Trade Union in particular the impact of the business case Side notice of Failure to Agree the Deputy Chief in relation to member’s terms and conditions Constable and the Head of Human Resources of employment. The business case as written agreed to review the issue. This was ongoing. would have members required to be available Trade Union Side produced a report looking at 24/7. Trade Union Side advised this was not the financial impact on the allowance not being acceptable. Management Side amended the uplifted from 2004. Negotiations were ongoing. business case which was with DoF for approval. Holiday Pay Cases: The Tribunal was heard ASOs: Management had requested that a in September/October 2018 with judgment number of ASO’s carryout typing duties. Trade released in November. The judgment upheld the Union Side argued that the typing and skills PSNI Claimants case. The appellant has lodged allowance should be paid which management an appeal. The issue was ongoing. resisted. The issue was ongoing. 2017 Pay Award: NIPSA Made representa- Stress: Trade Union Side raised an issue related tions regarding the delay in PSNI staff members to the provision of counselling services for receiving their 2017 Pay Rise. Issues raised those staff who dealt with traumatic situations. included the fact the NICS staff are submitting Management agreed to look at the issue as a the new pay claim before the PSNI staff have priority and the various services from Occupa- received the previous years. Management Side tional Health and Care Call are now widely sign- advised they had done everything they could posted to staff in such situations. OHW was to speed the process up. NIPSA had the issue conducting research into the provision of post raised through Central Whitley. Staff were finally incident debriefs and support mechanisms for paid over the period November December 2018 staff dealing with traumatic situations and this starting with those with the lowest pay. was also being taken forward by the Employ- ment Engagement and Wellbeing Group VES: By the end of the year no tangible results came out of the Priority Based Resource Review Compensatory Rest: Trade Union Side raised (PBR). This is an ongoing resource and finance an issue with management’s interpretation that issue which TUS continue to keep under review. compensatory rest was only in proportion to the time on call out. Trade Union Side had advised Policies: The PSNI continued a review of all poli- that the interpretation in their view was flawed cies and procedures. Trade Union Side represent- and provided evidence of other constabularies atives attended meetings and working groups to that advised the full 11 hours was required unin- ensure that Support Staff issues were addressed. terrupted. Management agreed to relook at the It was agreed proposed policies emanating from issue. Trade union side advised this was also a the meetings would go to the JNC for approval Health and Safety issue. This issue was ongoing. prior to being signed off. Information Communication Service On-Call: B3.28 Probation Board for Northern Ireland Arising from the C6 on call payment issue, members in the Information Communication (PBNI) Service, who manage the PSNIs interdepend- Security Assessment: Management Side ency of IT systems with Keeping People Safe informed Trade Union Side in September 2017 raised a similar issue. Management submitted a the PSNI had increased the security threat from business case to Department of Justice prior to low/medium to substantial. Trade Union Side any consultation with NIPSA. Trade Union Side conducted a series of meetings through 2018 strenuously objected to this and had an urgent with PBNI, SMT and PBNI Board to have work meeting with Management who agreed to with Terrorist and Politically Motivated Offenders advise Department of Justice that it was a draft (TPMO) removed from PBNI. No members would business case and still required negotiation. work with TPMOs.

Group Reports B3 64 B3 Group Reports In September, Management Side indicated Management and a decision of the Business they had received legal opinion stating that a Improvement Team’s proposed cut of 3.5 posts refusal to work with loyalist TPMOs would not was taken. be defensible if challenged and they proposed Review of Victim and Witness Care Unit re-engaging loyalist TPMOs. Trade Union Side (VWCU): The Business Improvement Team (BIT) opposed this and lodged a formal disagree- carried out a review of VWCU and a report was ment. Trade Union Side met with the Chief Exec- submitted to Trade Union Side in September utive and it was agreed to put a temporary fix in 2017. The contents and recommendations of the place while Management Side worked with the report were disputed by Trade Union Side and Department of Justice (DoJ) and PSNI to resolve lengthy consultation and written representa- the matter. tions, a decision to implement a cut of 3 posts Pensions: Trade Union Side continued to was taken. There were 6 vacancies in the Unit challenge a management decision regarding at the time and Trade Union Side managed to a contractual entitlement of members to be ensure that the other 3 vacancies were filled compensated for the difference between the upon conclusion of negotiations. Significant NILGOSC and PCSPS (NI) pension rates. Despite concerns regarding the draft Memorandum a resolution with other Arms-Length Bodies. of Understanding (MOU) for VWCU were also PBNI continues to refuse re-instatement of the issued to Management Side by Trade Union Side. entitlement and legal options are being consid- Legal Grading Review (LGR): Lengthy and ered. complex consultations took place during the NNC Terms and Conditions: NIPSA members Legal Grading Review process and continued for in professional probationary posts are employed a significant period of time after its conclusion. on NNC terms and conditions. However, the The legal nature of the PPS and the possibility privatisation of community service in England of a negative report being delivered, meant has led to the collapse of the NNC negotiating that job security and morale suffered heavily as framework. Trade Union Side has engaged this review was carried out. Whilst morale did Management Side across three main areas:- suffer regarding the Reviews delivery of the PPS a. 2017/18 Pay - a business case has been grading structure, job security concerns were submitted to DoJ for approval. removed. Surplus lists were produced in other departments; the impact of LGR on PPS was that b. 2018/19 Pay - what new negotiating all staff in post received the welcome news that machinery is needed? their posts were safe – and a small number of c. Terms and Conditions – what impact on additional posts were created. Trade Union Side terms and conditions from any new negoti- presented concerns to Management Side along ating machinery? with other issues regarding the similarity of roles at Public Prosecutor (DP’s) and Senior Public Travel and Subsistence: In July Management Prosecutor (G6 and G7) level that Trade Union Side introduced a new mileage section on Side argued, was not representative in the body instruction from DoF to have any home-to-of- of the review. A number of appeals were lodged fice mileage automatically deducted from any by lawyers in PPS against JESP and JEGS but the claim. This was provided to Management Side. Appeals were unsuccessful. Management Side have sought advice from DoF before they will respond. Temporary Promotions: Since Voluntary Exit Scheme (VES), obvious gaps had appeared in the B3.29 Public Prosecution Service Northern service and the PPS had adopted widespread use of Temporary Promotions, backfilled by agency Ireland (PPSNI) workers. Many issues developed around the Review of Casework Function: After lengthy lack of rotation, the eligibility pool, the criteria consultation and written representations, Trade and selection process which were challenged Union Side’s many concerns were accepted by at length by Trade Union Side. After much

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consultation, suitable arrangements were put in All allowances were reinstated and backdated place to ensure compliance with equality legisla- for the period in dispute back in 2017. The issue tion and NICS policy, eliminating the possibility flared up on a number of occasions throughout of discrimination against certain pools of staff. 2018 and whilst NICSHR did not issue written PPS continued to utilise the list of civil servants guidance on the matter, Trade Union Side returning from career breaks and those coming successfully resolved the issues at departmental off promotion lists to fill posts with substantive level. staff, rather than recruiting Agency workers. Accommodation Issues (Health and Safety): There was an on-going problem at Administra- Issues regarding DSE, ventilation, humidity and tive Assistant (AA) level. Trade Union Side met temperature had been reported. The issue with management on a number of occasions to was prevalent in Belfast Chambers since the express concern regarding the recruitment of department restructured and closed offices in agency workers at this grade. Lisburn and Ballymena (April 2016), with the Electronic Case File (ECF): The department Omagh office operating on a partial basis only. rolled out this system to all regions which dimin- The majority of staff were relocated to Belfast ished the use of paper files. Constructive consul- Chambers which was refurbished into an open tation took place with PPS Management and the plan site. The compliment of staff at that site IT Branch which outlined proposed efficiencies doubled to over 300 and Trade Union Side and the method of implementation. concerns increased as working conditions dete- Significant issues were raised by Trade Union riorated. Reports compiled by Trade Union Side Side which involved consultation with the Infor- and forwarded via the Departmental Health and mation Commissioners Office (ICO) and the Safety Committee mechanism to address the Health and Safety Executive (HSENI). A successful issues met with mixed results and were on-going. pilot scheme and evaluation process identi- Trade Union Side outlined Management Sides fied and remedied the systems inefficiencies. legislative obligations under the Managing Trade Union Side raised concern regarding the Health and Safety at Work Regulations (NI) 2000 threat to posts for those whose primary role was for a dining area to be provided for staff in Belfast printing files and documents. This however was Chambers which was complied with in March alleviated with the introduction of additional 2018 with the opening of a large-scale dining work that Electronic Case File had created in IT, area that included considerably more than the Casework Support and Court Support branches. essential facilities required by Health and Safety Holiday Pay Cases: Following on from the Bear legislation. Scotland case and the Patterson v Castlereagh Trade Union Office: Trade Union Side success- Borough Council cases NIPSA lodged griev- fully negotiated (via departmental Whitley) an ances on behalf of all of its members in PPS in agreement for accommodation to be provided relation to holiday pay which had not been paid for Trade Union duties and an office in Belfast for overtime worked. Members had been sent Chambers, the facilities were later withdrawn to packs with detailed advice on lodging ET1 forms accommodate refurbishments to the accompa- with the Tribunals office. A number of additional nying IT suite. However an additional office was cases were lodged by members in PPS since the identified to accommodate the Trade Union Side recent judgement in the PSNI case. Secretary. Travel and Subsistence: Issues arose when Work-related Stress: The poor performance some members in PPS were refused travel of PPS reflected in the report carried out by the and subsistence allowances whilst travelling Health and Safety Executive in 2014, “Imple- to temporary work stations (court buildings). mentation of Management Standards for Work After approximately 4 weeks of dialogue; NIPSA, Related Stress in PPS” was highlighted. Whilst through negotiation with PPS senior manage- the PPS action plan to eliminate previous short ment and at Central Whitley, were able to ensure comings was welcome at the time, it had not that the status quo prevailed. had the desired effect as members continued

Group Reports B3 66 B3 Group Reports NIPSA continued to support members through to suffer an unacceptable rate of work-related the appeals process. stress. This further increased after VES and with constant BIT reviews of administrative grades. Restructuring: Throughout the year NIPSA The negative impact on members were repeat- continued to engage in consultation meet- edly highlighted through the Health and Safety ings with Management Side on the future staff Committee, Investors in People Committee and restructuring of SPORT NI. The following issues the Local Whitley Council to encouraging PPS continued to be discussed: management to tackle and significantly reduce ❚❚ JEGS contractor; work-related stress to an acceptable level. ❚❚ Job descriptions; Trade Union Side engaged successfully with PPS Management to begin the process of rolling out ❚❚ New structure - bench marking exercise; Trauma Resilience Training in an effort to reduce ❚❚ Allocating role profiles; work-related stress and potential Post Traumatic ❚❚ Assimilation guidance; Stress Disorder (PTSD) due to the issues highlighted and the nature of work carried out in the ❚❚ Vacancy preference guidance; department. ❚❚ Alternative employment procedure; B3.30 Sport Northern Ireland ❚❚ Engagement Channels; ❚❚ Reshaping proposals. Pension Allowance: In the 2016 pay remit the Department of Finance advised that they were Policies: The following policies were subject to aware that a number of public bodies have consultation/negotiation this year: arrangements in place to ensure that their staff ❚❚ Dignity at work; are not disadvantaged as a result of paying what were historically higher employee contributions ❚❚ Inefficiency Sickness; to the NILGOSC pension scheme than other ❚❚ Redundancy; public sector employees who are members of ❚❚ Uniform appeals. the PCSPS(NI). They argued that this adjustment can no longer be assumed to be a fixed amount and that Sport NI must ensure that they B3.31 Tourism NI (TNI) review the position for each individual member Pay: The Department of Finance (DoF) had not of staff on an annual basis to ensure that any approved a pay award for TNI staff from 2014 adjustment to their salary maintains the prin- as a result of their problems with a salary uplift ciple that staff who are on terms analogous to to compensate members for the difference those of the NICS are no better off, and no worse between the NILGOSC and PCSPS (NI) pension off, as a result of the pension scheme to which contribution rates. Following intensive nego- they contribute. NIPSA received confirmation at tiations, a business case was approved and the October’s JNCC meeting that the issue had now salary uplift was retained. Approval was given been settled and that staff would continue to for pay awards to be implemented from 2014 receive the allowance. and members received all arrears in September. Sport Institute Northern Ireland Staff Travel and Subsistence Policy: Management Regrading: NIPSA continued throughout Side imposed a new policy whereby all home- the year to engage with Management Side to-office mileage would be deducted from all regarding the re-grading exercise for those staff mileage claims. This was opposed by Trade based at the Sports Institute. Staff based there Union Side and a number of meetings have are on pay scales which do not correspond to taken place. Trade Union Side recently provided the NICS. NIPSA continued to challenge the a detailed position paper on the issue and TNI misapplication of JEGS guidance via a number of have raised our concerns with their Sponsor appeals submitted on behalf of ours members. Department.

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Recruitment and Selection Policy: Trade Union Side raised concerns regarding changes to the policy that provided for extensive recruitment for all posts. Following a series of meetings it was agreed permanent recruitment at Staff Officer grade and above would be recruited externally while other grades would be an internal development opportunity. B3.32 Utility Regulator for Northern Ireland (UREGNI) Pay: Following negotiations, Management Side made a pay offer of a three year deal, 1% revalorisation each year, incremental progression subject to performance each year. Trade Union Side consulted members on the offer which was accepted. Restructuring: Management Side proposed a new organisational structure for Networks Direc- torate that included two new Head of Functions posts to sit directly under the Director post. Trade Union Side raised concerns with both the rationale and the specifics of the proposals. Following consultation, it was agreed to implement Stage 1 – recruit for Head of Function posts – but delay Stage 2 until further work was completed.

Group Reports B3

Section C Public Officers 70 C1 National Joint Council C1.1 National Joint Council (NJC) Pay Appendix 1 As reported in Section C1.1 of the 2017 Annual Report the final pay offer resulted in a 2 year 1 April 2018 deal. NIPSA ensured that members received their 2018 pay increase in the various sectors as SCP per annum per hour* quickly as possible. However it quickly became 6 £16,394 £8.50 clear that the Year 2 implementation due from 1 April 2019 would require significant negoti- 7 £16,495 £8.55 ations across all sectors as the National Joint 8 £16,626 £8.62 Council issued guidance for the implementa- 9 £16,755 £8.68 tion of Year 2 which had various options identi- 10 £16,863 £8.74 fied which were not straightforward. NIPSA was 11 £17,007 £8.82 involved across all Sectors in negotiating the best outcome for members. 12 £17,173 £8.90 13 £17,391 £9.01 The 2018 and 2019 NJC pay scales are appended at Appendix 1 (see across). 14 £17,681 £9.16 15 £17,972 £9.32 C1.2 Local Government Pension Scheme 16 £18,319 £9.50 (LGPS/Northern Ireland Local 17 £18,672 £9.68 Government Officers Superannuation 18 £18,870 £9.78 Committee (NILGOSC) 19 £19,446 £10.08 20 £19,819 £10.27 NILGOSC Committee: In December the Depart- ment of Communities advised that they would terminate the extensions of two of the Trade Union Members Bumper Graham and Joe 1 April 2019 Donaghy plus one Employer Representative and the Chairman as their 18 month extension had New SCP £ per annum £ per Hour* Old SCP(s) come to an end. This left the Committee with unequal numbers which was in contravention 1 £17,364 £9.00 6-7 of both the Public Service Pension Act (NI) 2014 2 £17,711 £9.18 8-9 and the Local Government Pension Scheme 3 £18,065 £9.36 10-11 Regulations (NI) 2014. Under the auspices of the 4 £18,426 £9.55 12-13 CCWG, ICTU wrote to the Permanent Secretary, Department for Communities challenging her 5 £18,795 £9.74 14-15 decision. 6 £19,171 £9.94 16-17 LGPS Scheme Advisory Board (SAB) (NI): The 7 £19,554 £10.14 18 Scheme Advisory Board met on a number of 8 £19,945 £10.34 19 occasions during the year. The main work of the 9 £20,344 £10.54 20 SAB was to work with the Government Actuaries 10 £20,751 £10.75 (GAD) to address the breach of the floor cap. 11 £21,166 £10.97 21 Towards the end of the year a consultation was launched on how to address the floor breach 12 £21,589 £11.19 22 which proposed increasing the accrual rate for 13 £22,021 £11.41 all scheme members. 14 £22,462 £11.64 23 15 £22,911 £11.88 24

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SCP per annum per hour* SCP per annum per hour* 21 £20,541 £10.65 37 £33,136 £17.18 22 £21,074 £10.92 38 £34,106 £17.68 23 £21,693 £11.24 39 £35,229 £18.26 24 £22,401 £11.61 40 £36,153 £18.74 26 £23,866 £12.37 41 £37,107 £19.23 27 £24,657 £12.78 42 £38,052 £19.72 28 £25,463 £13.20 43 £39,002 £20.22 29 £26,470 £13.72 44 £39,961 £20.71 30 £27,358 £14.18 45 £40,858 £21.18 31 £28,221 £14.63 46 £41,846 £21.69 32 £29,055 £15.06 47 £42,806 £22.19 33 £29,909 £15.50 48 £43,757 £22.68 34 £30,756 £15.95 35 £31,401 £16.28 36 £32,233 £16.71

New SCP £ per annum £ per Hour* Old SCP(s) New SCP £ per annum £ per Hour* Old SCP(s) 16 £23,369 £12.11 31 £33,799 £17.52 37 17 £23,836 £12.35 25 32 £34,788 £18.03 38 18 £24,313 £12.60 33 £35,934 £18.63 39 19 £24,799 £12.85 26 34 £36,876 £19.11 40 20 £25,295 £13.11 27 35 £37,849 £19.62 41 21 £25,801 £13.37 36 £38,813 £20.12 42 22 £26,317 £13.64 28 37 £39,782 £20.62 43 23 £26,999 £13.99 29 38 £40,760 £21.13 44 24 £27,905 £14.46 30 39 £41,675 £21.60 45 25 £28,785 £14.92 31 40 £42,683 £22.12 46 26 £29,636 £15.36 32 41 £43,662 £22.63 47 27 £30,507 £15.81 33 42 £44,632 £23.13 48 28 £31,371 £16.26 34 43 £45,591 £23.63 49 29 £32,029 £16.60 35 30 £32,878 £17.04 36

*Hourly rate calculated by dividing annual salary by 52.143 weeks (which is 365 days divided by 7) and then divided by 37 hours (the standard working week in the National Agreement ‘Green Book’. National Joint Council C1 72 C2 Education & Further/Higher Education C2.1 Children and Young Peoples Services arise and Management. Management clarified that they had carried out a terms and conditions Classroom Assistants Working Group: A audit inclusive of SPA points and in their view no Classroom Assistant Working Group was formed detriments were identified. following issues raised in relation to the variation of contracts being applied to members resulting in a blending of roles between General Assistant C2.3 Human Resources/Pay Terms and and Classroom Assistant. Trade Union Side were Conditions and HR Policy Central consulted on and agreed the Terms of Reference Forum for the Review. Work continued during the latter part of the year to seek to address the abuse of NIPSA challenged Management in respect of member’s contracts with a view to providing their proposal on pay protection. NIPSA argued clear protocols going forward. that staff had legacy protection arrangements under the GLWC Scheme which supported the New Funding Scheme Consultation for argument for Life Time Protection on a ‘personal Regional and Local Voluntary Youth Organisa- to holder’ basis. NIPSA also referred manage- tions: Trade Union Side were briefed in relation ment to the current JNC circular regarding to the formal consultation which was launched restructuring which highlighted the option of in relation to a new funding scheme for Regional uploading posts for those staff who found them- and Local Voluntary Organisations. This was selves in a protective position. NIPSA also sought under consideration by Trade Union Side. further details be provided across directorates. Children and Youth People Protection Attendance Management: Consultation was Services: NIPSA objected to the implementa- underway in relation to a Managing Attendance tion of the Child Protection Regional Service and Policy. the potential impact on working relationships Restructuring and Slotting-In Procedures: and contracts of employment arising from a Throughout the year NIPSA represented the universal approach from 9 to 5 across the region. concerns of members on the ongoing processes Management acknowledged the previous local of restructuring across the Education Authority arrangements that were in place and indicated where members felt that there was a misappli- it was not envisaged that these arrangements cation of procedures to facilitate the appearance would have an adverse impact at the current of promotional posts and external recruitment time. Management further agreed to engage rather than a consistent approach to imple- with NIPSA and members to clarify the position menting slotting-in procedures. Management on an ongoing basis. agreed to meet further on the issues and review C2.2 Education Directorate the protocols. School Development Service 4th and 5th Tier C2.4 Finance and ICT Directorate Structure Proposals: Consultation took place E-payslips Roll Out: Trade Union Side south with members in relation to the proposed 4th clarification and assurances as follows: and 5th Tier Structures and reinforced members concerns at the restructuring arrangements ❚❚ No detriment to current staff carrying out which were again identified as promotion rather these roles. It was agreed staff would be than identified for slotting-in. NIPSA also raised provided with alternative work of equal or concerns arising from posts being offered under higher value; the new structure as subject to NJC rather than ❚❚ Staff would have the option to opt out on Soulbury terms and conditions. Management request; Side argued that this was to accommodate a career path for non-teacher qualified staff. NIPSA ❚❚ Staff would be provided with information and raised concerns regarding potential detriment access to a guide and demonstration; in relation to terms and conditions that could

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❚❚ An enquiry line for queries would be in relation to these members Job Title, Descrip- identified; and tion and duties which they are doing that are ❚❚ A phased roll-out with HQ staff first, followed similar to a higher grade of staff in the same by school based staff. service. NIPSA Branch 516 has held very successful clinics C2.5 Operations and Estates Directorate for members to book in a time slot to meet with or discuss any issues that they have. The uptake Consultation took place in respect of 4th and 5th on this has been great and the clinics have been Tier structures proposals for Facilities Manage- well received by members. ment, Pupil Services and Procurement and Trans- port. NIPSA raised concerns with Management in respect of the unreasonable timescales and C2.8 Education Authority: volume of consultations being sought which North Eastern Region (EA NER) would breach the principles required to ensure Redundancies: A number of issues arose in St ‘meaningful’ consultation and negotiation. Johns Primary school Coleraine. Most alarming Cleaning and Grounds Review: NIPSA were the threats made by the principal to NIPSA consulted member on a review of cleaning and branch committee members working in the grounds being undertaken by APSE. NIPSA school. It became clear that members were concerns were to ensure that any benchmarking facing discrimination on a mass scale NIPSA or analysis is appropriate and relevant to the raised formal grievances and have had some services under review and requested ongoing success in a number of key points however this information and negotiation as the matter matter still requires further work in the New Year. progress. This was agreed to. Terms and Conditions: An issue arose in relation to on-call allowances for senior drivers. C2.6 Job Evaluation It was brought to our attention that despite members being required to be available out of Concerns continued to be raised regarding the hours Management would not recognise this proposed pilot scheme and potential implica- as “on call” and were only prepared to pay over- tions arising from a scheme which uses conven- time as and when they were called out. NIPSA tions that were not agreed with Trade Union Side. raised this through the various internal stages Management Side agreed proposals required of the grievance process and were preparing for further negotiation and clarification with legal the final stage at Labour Relations Agency (LRA) advice if required. early in the New Year. C2.7 Education Authority: Music Tutors: Music tutors raised a number of grievances regarding their terms and condi- Belfast Region (EA BR) tions. These included the retrospective payment NIPSA continued to represent members at all of accrued holiday pay, non-payment of sick pay, stages of the redundancy process within the parity of terms and conditions with other Educa- Education Authority (Belfast Region). As a result tion Authority (EA) regions and requests for of the Area Based Plans, meetings have taken permanent contracts. NIPSA successfully won all place across the EA Belfast Region in relation to elements of this case, the members in question school closures, mergers and amalgamations. secured permanent contracts in line with their NIPSA engaged with Management in relation to full time colleagues. This resulted in members the contracts of staff who are employed in the receiving the correct pay scales with immediate Oakwood Autism ASD Outreach Service based effect resulting in a substantial pay increase with in the Fortwilliam Resource Centre to allow for retrospective payment dating back to 2010. their contracts to be signed. NIPSA are at an Members also secured retrospective payments early stage of engagement with Management in terms of holiday pay, sick pay etc. where we are entering into further negotiations

Education & Further/Higher Education C2 74 C2 Education & Further/Higher Education This was a long drawn out process but one human resources Management. As a result that will have benefits for many members in of this correspondence, NIPSA gathered the the music service. As all part time music tutors auditors from all legacy boards, obtained the are to receive equal treatment as described mandate and met with senior HR and the assis- (pending business case). This is a significant tant director in question, where during a frank victory for NIPSA as it has implications across the and robust meeting, NIPSA have obtained a music service for all part time music tutors. The number of assurances, retractions of all threats potential costs to EA and benefits to members and more importantly an apology from the assis- are likely to be within hundreds of thousands. tant director. Left unchallenged members were vulnerable to Management attacks and NIPSA C2.9 Education Authority: thwarted Management advances. South Eastern Region (EA SER) NIPSA have secured some positive results to date but many issues remain outstanding. Youth Service Restructuring: Members raised concerns in respect of the restructuring of the School Improvement Restructuring: As was Youth Service and the potential job losses at common with countless restructuring processes Youth Officer Grade. In addition concerns were throughout the EA during the year Management brought forward regarding the introduction reneged on assurances given and agreements of job descriptions that appear to discriminate made. NIPSA were assured that no competitions against some staff. Former Youth Council NI would be required until all present employees members felt aggrieved that their TUPE agree- had secured a position within the structure of ments were not being honoured. Job descrip- the new organisation. tions were written that had limitations on them However, Management were carrying out piece- resulting in Youth members, especially within meal processes in that some staff were being the former YCNI group more at risk. Members slotted into posts while others had to apply were facing the possibility of being downgraded for posts. As a result the issue was raised with when jobs exist that would negate this option. Management to ensure they were slotted in. As a result grievances were raised. The action taken resulted in all our members Audit Service Restructuring: Members raised securing positions and receiving no financial concerns a number of concerns regarding the detriment. proposed restructuring of the Audit Service. Classroom Assistants: Members within the These included grades of staff slotting in process South Eastern and other regions have raised equal pay and the impact of the proposed concerns regarding the issue of separate structure. NIPSA senior officials took part in contracts being awarded for to the same child consultations with Management regarding the but having different rates of pay. For example restructuring of the audit service. Following Child A has a statement of special needs and is what appeared to be an agreed way forward assigned a CA with the respective pay associated Management in the form of the assistant director, for special needs. However, during lunchtime, proceeded to do a complete 180 and made direct Management have decided to pay lunchtime threats to the job security and terms and condi- supervisory rates to that CA as apparently the tions of our members. These threats included special needs for the child do not exist at lunch- job security if his way forward was not agreed. time. This is regardless of whether the special The removal of allowances such as travel if they needs the child has are of a physical nature or did not adhere to his will and travel across the EA any other nature. NIPSA has raised this with the regions, but most alarming, was the threat that director of HR and have members willing to be action would be taken if our members sought test cases. This remains a significant issue for and followed the advice of NIPSA. not only our members within this region, but for The HEO for the area responded to each and classroom assistants throughout EA. every one of these threats with counter threats of legal redress and reported the issue to senior

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Finance Service: Members brought concerns to NIPSA were also involved in the amalgamation the Branch regarding the new financial system of 3 primary schools namely Moneydarragh and the people concerned in the negotiations Primary – Annalong, St Joseph’s Primary - Bally- on behalf of Management. NIPSA had been martin, St Mary’s Primary – Glasdrumman who informed the main negotiator of the contract became one school in September 2018 called for Fujitsu was employed by Fujitsu and is not an St Columban’s Primary School that was housed employee of EA. Members were concerned at on the grounds of St Columban’s College that the conflict of interest and the impact. recently closed. It came to NIPSA's attention that nine consult- Negotiations and consultation took place and ants had been employed within finance depart- members received representation at both a local ment and NIPSA sought clarification if this was level by the branch and with the HQ Official with an appropriate use of public funding especially responsibility for this Region. when members were capable of carrying out NIPSA were made aware that a notice of redun- this functionality. This matter continues to be a dancies in Newbridge Integrated College had priority for NIPSA at central negotiations. been issued to members. NIPSA reminded the Bursar of the need to consult fully with NIPSA C2.10 Education Authority: as agreed previously about consulting on other Southern Region (EA SR) issues. NIPSA continued to represent members at all Towards the summer, NIPSA was made aware stages of the redundancy process within the of an issue in relation to the allocation for the Education Authority (Southern Region). As a summer schemes of special needs classroom result of the Area Based Plans, meetings have assistants’ staff who were on a 52 week contract. taken place across the EA Southern Region in NIPSA wrote to management to voice their relation to school closures, mergers and amalga- concerns that this may be a unilateral change to mations. their contract of employment and to challenge this point. Management responded to inform NIPSA dealt with some TUPE issues in the Educa- Trade Union Side that the ‘status quo’ would tion Authority Southern Region. remain. One TUPE issue was in relation to the transfer- NIPSA had been consulted on a new contract of ring of the Catering Services in Dungannon employment and grievance policy for St Patrick’s Integrated College. The catering was currently Grammar School in Armagh. NIPSA met with the provided by a Service Level Agreement with the Principal and Bursar to discuss these proposals Education Authority and was not being renewed. and following discussions that these contracts Catering staff who were currently employed by should remain in line with NJC terms and condi- the Education Authority along with all unions tions we have been issued. Amended copies including NIPSA had been involved in discus- have been issued for consideration. sions with management to have all their terms and conditions protected through the TUPE NIPSA Branch 521 held very successful clinics for transfer. These discussions completed and staff members to book in a time slot to meet with or transferred to the College at the end of March. discuss any issues that they have. The uptake on this has been significant and the clinics have Another TUPE transfer was in relation to the been well received by members. closure of St Columban’s College (a CCMS School) and the expansion of St Louis Grammar School (a Voluntary Grammar School) to facilitate this C2.11 Education Authority: closure. This proposal was consulted on and Western Region (EA WR) negotiations between the Education Authority, Education Welfare Officers – Relocation: A CCMS and the Management of St Louis Grammar meeting took place with relevant Officers in the School began with all unions including NIPSA Operations and Estates Directorate, and Human involved. The date for the TUPE transfer was 1 Resources (HR), to consult with NIPSA regarding September. Education & Further/Higher Education C2 76 C2 Education & Further/Higher Education the relocation of Education Welfare Officers NIPSA and members who work in Procurement, (EWOs) in Limavady to the North West Teachers’ to discuss the proposed structure. Comments Centre, Strathfoyle (NWTC). The discussion were provided for inclusion in the overall outlined the rationale for the temporary move, response from NIPSA. These included requests and the way forward in relation to dealing with for clarification regarding the proposed posts caseloads and associated issues. of Category Manager, and administration in Erne Integrated College, Enniskillen: NIPSA Procurement. raised the issue of changes to contracts with NIPSA subsequently met with members in the Children and Young Peoples’ Services (CYPS) in Procurement Department, regarding further EA. However, CYPS referred to the discussions proposals for restructuring Procurement at Tiers with the working group set up through the Joint 4 and 5. Members sought clarity regarding the Negotiating Council, (JNC) to discuss issues qualifications required, and the comments were pertaining to Classroom Assistants’ contracts. included in the overall NIPSA response to the Holy Cross College, Strabane: NIPSA met with consultation exercise. members in Holy Cross College in Strabane St Joseph’s College, Derry: NIPSA had a series regarding a number of issues, including job eval- of consultation meetings with members in uation of posts and provided advice regarding St Joseph’s College regarding a redundancy other matters of concern to the members. proposal. NIPSA raised strong objections with Human Resources: NIPSA contacted the the Board of Governors (BOG) regarding any Assistant Director in HR, regarding a number rationale or need for a redundancy. The BOG of concerns which members in the HR Omagh decided to amalgamate the posts of Library Office had about the next phase of restructuring Assistant and ICT Technician, and a restricted HR. These included a lack of meaningful consul- recruitment exercise subsequently took place in tation about the HR structure, and associated job the School. descriptions and grades. In response the Assis- Consultation meetings continued for several tant Director indicated that a proposal regarding months in accordance with the Policy and the next tranche of restructuring in HR would be Procedure for Handling Redundancies for provided to Trade Union Side in November for non-teaching staff in Education. consultation. It was intended that the structure St Patrick's Primary School, Pennyburn: would be finalised by March 2019. A meeting took place between NIPSA and Internal Audit: A proposed revised structure members in St Patrick's PS, Pennyburn regarding for Internal Audit was provided to members who proposed redundancies, which were due to subsequently raised a number of issues with budgetary cuts. The redundancies were due to NIPSA, including lack of consultation regarding take place amongst Special Educational Needs job titles, grades and training. The concerns raised (SEN) Classroom Assistants, and Supervisory by this group of members were incorporated into Assistants. The redundancies took place on a the overall response to the consultation exercise voluntary basis. with all NIPSA members in Internal Audit. St Peter’s and St Paul’s Primary School, Maintenance Department: NIPSA met with Dungiven: NIPSA met with members in St members in the Maintenance Department, Peter’s and St Paul’s Primary School, Dungiven regarding proposals for restructuring Facilities regarding a proposed Special Educational Needs Management at Tiers 4 and 5. Members had a redundancy. NIPSA argued for the option of number of concerns regarding the proposals, transferring the member to another school to which included the lack of transparency and avoid a compulsory redundancy. openness in relation to filling posts so far. The Termoncanice Primary School, Limavady: comments were included in NIPSA’s overall NIPSA met with members in Termoncanice PS, response to the consultation exercise. regarding queries about Classroom Assistant Procurement: A meeting took place between

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Contracts, and the Review of Classroom Assis- this independent review and how this consulta- tants, which was underway. tion was carried out and to remind Management Transport: NIPSA met with members in the of their failure to consult properly with all the Transport Department, regarding the proposals unions involved in the College. Some members for restructuring Transport at Tiers 4 and 5, and in these areas did put their names forward for provided a number of comments for inclusion the VES and were successful. into the overall NIPSA response to the consultation exercise. These included, inaccurate infor- C2.14 South Eastern Regional College mation in the proposals regarding the current (SERC) structure, the fact that Job Evaluation was never Issues arose in relation to Training Support addressed for those who had requested it many Officers (TSOs), regarding the misapplication years ago, and the potential impact of that on of the flexi policy for the service. Management those members when the structure was being had threatened to withdraw the scheme from populated. staff due to their interpretation that members are abusing the scheme. NIPSA successfully C2.12 Belfast Metropolitan College (BMC) defended the members’ actions and retained In October a communication was issued from the status quo. The TSOs also had a long running Management on behalf of all the Further Educa- job evaluation application. tion Colleges to NIPSA relating to another round of the Voluntary Exit Scheme (VES). It highlighted C2.15 Southern Regional College (SRC) that Belfast Metropolitan College was not one of Policies: NIPSA raised concerns with senior the participating Colleges in the scheme as they management that there is an inequality within had already a sustainable structure in place. their Disciplinary policies, for teaching and BMC Management had informed NIPSA on a non-teaching staff. Teaching staff have access to transfer of the Catering and Vending Services. an appeal stage that involves access to an inde- This was subject to a tender process and the pendent panel at LRA where non-teaching staff successful Company that was awarded the do not. This issue remained ongoing. contract was the OCS Group. NIPSA were fully involved in the TUPE transfer of the BMC staff to C2.16 South West College (SWC) this new company and represented members at the one to one meetings. Whole College Review: At a meeting in June between NIPSA and the Director and HR Manager C2.13 Northern Regional College (NRC) of SWC, it was reported that the College was undertaking a ‘Whole College Review’. NIPSA In October a communication was issued by requested the terms of reference (TOR) and copy Management sent on behalf of all the Further of the proposals, Education Colleges to NIPSA relating to another Value for Money (VFM) Review: It was also round of the Voluntary Exit Scheme (VES). reported that the Department has commis- Northern Regional College was one of the partic- sioned ‘Tribal’ for a VFM Review, and the report ipating Colleges in the scheme this time around. into this was expected at the end of June. NIPSA In October only NIPSA was sent correspondence requested a copy of the report. from Human Resources to advise that following Shared Services: The Director advised that an independent review of the College Business the initial plans around ‘shared services’ and Development Function that there were three outsourcing had changed, and that the Colleges areas that there could be potential redundan- were working on a collaboration action plan for cies as a result: Business Development (potential keeping services in-house. NIPSA welcomed restructure in December), Community Education the news that there would be no outsourcing, and Exams. NIPSA and the other Unions met the however, stated that there was a need to consult deputising Principal in November about how

Education & Further/Higher Education C2 78 C2 Education & Further/Higher Education with the Union regarding any planned changes consultative review of the service, proposals that to how services are delivered, where these were included the merging of the two roles. Members likely to impact on members. accepted new job description, terms and condi- A meeting with Senior Management had tions and rates of pay resulting in significant pay been arranged for December, and NIPSA was rises for all concerned. expecting an update regarding shared services at the meeting. Voluntary Exit Scheme (VES): The College trawled for expressions of interest in the VES Scheme in August, and NIPSA understood that a maximum of 10 staff were allowed to leave under the Scheme. NIPSA again requested assurances about back-filling posts, and was advised that the criteria for deciding who could leave under VES included identifying areas of overstaffing or areas in decline, restructuring, qualifications and experience of staff least meeting the needs of the College and those working in IT or HR, because of Public Sector Shared Services. C2.17 Queens University Belfast (QUB) Discretionary Awards: Members asked NIPSA to address their concerns regarding the QUB discretionary awards pay system. The issue involved QUB advertising a post, they gave the impression of a normal pay scale that includes the usual several points. In reality the final 2 points of any pay-scale within QUB, can only be achieved through a discretionary awards system that is at the sole discretion of a line manager. In addition to that the award scheme is not even applied on a regular basis and is continually suspended for various reasons. NIPSA took this matter forward via the Joint Consultative Committee (JCC) and were successful in getting the scheme amended. NIPSA continued to try and abolish this scheme and promote automatic progression through pay scales on an annual incremental basis. C2.18 Stranmillis University College Inequalities were identified in the Leads and Allowances Policy relating to various groups of staff, namely security and gate-keeper staff. NIPSA highlighted the inequalities and sought for the Green Book Allowances to their terms and conditions should be applied evenly to all staff to avoid any further detriment. Following a

Annual Report 2018 79 C3 Health and Social Care C3.1 BREXIT – HSC Implications C3.3 Plans Submitted for £100 Million New BREXIT was a standing item on the Human Health Care Centre on Kings Hall Site Resource Directors Forum (HRDF) and a Following action taken by NIPSA, by way of a sub-group was established to consider issues petition, a protest and a rally at Belfast City Hall such as labour market implications, recruitment it was successful in getting Belfast City Council- and retention of staff and the effects on frontier lors to review a decision to sign off on the first workers. The Department of Health (DOH) indi- phase of a £100 million health care facility at the cated it was their wish for both employers and Kings Hall site. the trade unions to rely on each other to share information regarding staff numbers, staff issues Inter alia, NIPSA had argued that the planned and concerns of staff which would help with redevelopment of the Kings Hall site would any future planning assumptions. Some Trusts cause further damage to an already struggling reported they had undertaken scoping exercises health service. It had called on Belfast City and workshops had taken place to discuss work- Council to “ask serious questions” about the use force planning and service issues. of the private sector to deliver health care facilities on the site and it also raised concerns about Representations were made by NIPSA to the a private development company operating European Commission Office in Belfast, in rela- under charitable status running a care home tion to an issue about the recognition and at the proposed complex avoiding substantial compatibility of professional qualificationsrates, which would therefore result in the tax (including social work and social care and other payer picking up such costs. qualifications) post exiting the European Union. NIPSA subsequently wrote to MPs, MLAs and There was some ambiguity in relation to the Belfast City Councillors asking them to defer advice given by the European Commission and their decision until objections to the planning clarification was sought from both the DOH and application had been fully considered, including employers. the representations made by them and others, The DOH agreed to pick up this issue along with including residents. many other points of clarification that were Belfast City Council however instructed it’s offi- required from the UK Home Office and it was cials to carry out further detailed reports and their intention to issue a newsletter addressing facilitate a site visit to the proposed develop- this and a number of other queries and concerns ment by Councillors before the next scheduled that had been raised with them. planning meeting in December 2018. At a Council meeting held on 11 December 2018 C3.2 Health and Social Care NIPSA again lobbied against the proposal and (HSC) Conference 2018 had speaking rights in opposition to the devel- A rearranged HSC Annual Delegate Conference opment. was held on Friday 26 October 2018. The Confer- The planning application was subsequently ence was held at Harkin House for the first time. approved by the Council by a narrow margin and It was well attended and had a guest speaker NIPSA and other opponents to the development from the Department of Health. The Conference remain committed to challenging any extension dealt with motions in relation to HSC pay, HSC of private healthcare provision on this site. reform, Agenda for Change, staffing, terms and conditions of service, bullying, health and safety C3.4 Health and Social Care Board (HSCB) and there was an emergency motion regarding recent allegations of abuse of some patients Closure and Restructuring in Muckamore Abbey Hospital and instructed As previously reported the closure of the HSCB NIPSA to establish the facts surrounding the was confirmed as a key priority by the then obvious shortfalls in patient care. Minister in October 2016 when launching Health and Wellbeing 2026: Delivering Together.

Health and Social Care C3 80 C3 Health and Social Care The restructuring was to be taken forward by the ❚❚ no compulsory redundancies HSC Restructuring Programme Board who noted ❚❚ no relocation of staff that it had become a necessity to transform how they work and manage their systems and their ❚❚ no loss of any terms and conditions of service approach should be characterised by a focus A commitment was given to staff that they on innovation and improvement, collaborative would be kept informed and engaged during working, trust and inclusivity. the process and updates would be provided as The Board produced a paper entitled “Proposed information became available. Operating Model for Future PHA”. The document Another element that was under consideration was circulated to the HSC trade unions and it was was the question of new reporting arrange- looking at areas such as proposed primary roles ments, NIPSA and the other HSC trade unions of future Public Health Agency (PHA), proposed were also determined to explore with the key functions of the future PHA, proposed Department as to whether all HSCB staff would Health and Social Care Board (HSCB) functions become permanent employees of the Business to transfer to PHA, possible non-core activity to Services Organisation. the future of PHA functions and overall organisational development. C3.5 Health and Social Care Joint A number of joint meetings were held to Negotiating Forum (JNF) consider this operating model and associated staffing issues. The Regional Joint Negotiating Forum (JNF) continued to meet quarterly to deal with pay, The Department of Health (DOH) subsequently pensions and a wide range of terms and condi- conducted a public consultation on the way tions of service issues including the following forward and views were taken from a broad specific matters. range of stakeholders, including those organisations impacted by the change. Those perspec- Agenda For Change - Pay 2017/18 tives were fully considered in developing a a. Pay arrangements 2017/18: A pay circular future operating model and on 24 January 2018 was finally agreed between HSC trade unions at a Transformation Implementation Group (TIG) and HSC employers for the 2017/18 pay meeting, they agreed the direction of travel. arrangements for staff covered by Agenda for It is proposed that when the HSCB closes, respon- Change (AfC) terms and conditions of service. sibility for the majority of functions would move The delay was due to the fact the Department to the Department, but importantly, this would of Health (DOH) was unable to get a public be established through a host organisation sector pay policy agreed until late December arrangement with the Business Services Organ- 2017. DOH subsequently accepted the NHS isation (BSO), enabling the associated staff to Pay Review’s Body recommendations of a retain HSC terms and conditions. The functions 1% increase to all AfC pay points from 1 April and staff of the Social Care and Children Care 2017 and to an adjustment, of pay point 1 Directorate would transfer to the Public Health so that it was above the 2017/18 level of the Agency (PHA). National Minimum Wage. Following meetings between DOH and HSC b. Pay arrangements effective from 1 April trade unions new governance and projects 2017: For HSC staff in Northern Ireland this structures were agreed. Both parties were also would be a 1% consolidated pay uplift effec- keen to embed a strong staff/union involvement tive from 1 April 2017. The provisions for in future processes. incremental pay progression continued to apply. Having taken a lead role in all of these discussions, NIPSA subsequently received the following c. HSC On-call Availability Allowance - assurances regarding staff: 1% uplift from 1 April 2017: HSC staff in Northern Ireland, on AfC terms and

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conditions of service who provide on-call underpayment would be collected over 12 cover and who satisfy the conditions for the months, starting from April 2018. availability allowance, would receive a 1% Commitments were given by both the DOH uplift on the current allowance which would and employers that they would not wish to increase from £23.46 to £23.69 from 1 April see a repetition of this occurring in any future 2017. pay award arrangements. d. HSC On-call Sleeping-in Allowance – g. Agenda For Change (AfC) – Pay 2018/19 1% uplift from 1 April 2017: HSC staff in and Beyond: On 21 March 2018 the NHS Northern Ireland, on AfC terms and condi- Staff Council issued a document entitled tions of service who provide on-call cover “Working in Partnership – Framework Agree- and who satisfy the conditions for the sleep- ment on the proposed reform of Agenda for ing-in allowance would receive a 1% uplift on Change”. the current allowance which would increase from £30.60 to £30.91 from 1 April 2017. The Framework Agreement was conditional on government clearance and on agreement e. Pay Arrangements Effective from 1 April through the NHS Staff Council. It was subject 2018: From 1 April 2018 the hourly National to consultation and agreement with constit- Living Wage (NLW) for workers aged 25 and uent parties. above would increase to £7.83. Agenda for Change points 1 and 2 of Bands 1 and 2 If the Framework Agreement was endorsed would be uplifted to £15,310 in line with the and implemented in England, partners in 2018 NLW rate for staff aged 25 years and Scotland, Cymru-Wales and Northern Ireland above with effect from 1 April 2018. would be able to hold discussions about whether, and how, the content of this agree- f. Pay Increase v Pension Contributions: An ment would be implemented in light of the issue arose for a number of AfC staff as a conse- funding available in accordance with the quence of the 1% pay award for 2017/18. Barnett Formula. The salary uplifts, once implemented by HSC payroll, would place some staff into a new The value of the top pay points for grades pension contribution tier. In some cases the 2-8C would increase each year as follows: requirement to pay higher pension contribu- ❚❚ 3% in 2018/19 tions for 2017/18 would not be offset by the ❚❚ 1.7% in 2019/20 1% additional pay received. Those at the top of Band 8A, for example, would be required ❚❚ 1.67% in 2020/21 to pay an additional sum of around £1,000 in The Agreement had other aspects linked pension contributions for 2017/18. to productivity and some changes to terms In an attempt to address these detrimental and conditions if the overall package was developments NIPSA met with the Pensions accepted. Branch, wrote to the DOH Permanent Secre- In England, the trade unions and staff side tary and tabled the item for discussion at organisations subsequently accepted the 3 the Regional Joint Negotiating Forum, the year deal in June 2018. Pension Scheme Advisory Board and with the Trustees of the Pension Scheme. Following the adoption of the Working in Partnership/Framework Agreement on the Subsequently, the DOH put in place arrange- proposed reform of Agenda for Change ments to ensure that staff who were most for England, the Department of Health heavily impacted by moving into a new (DoH) commenced a structured ongoing contribution tier, were not expected to fund engagement with Trade Union Side and the 2017/18 contributions from a single HSC employers, in preparation for potential month’s salary in March 2018. The employer future discussions on Agenda for Change communication further explained that the issues, including pay and reform for Northern Ireland.

Health and Social Care C3 82 C3 Health and Social Care In the absence of a Minister and an Executive Consequently, on 22 November 2018 the pay policy for 2018/19, the DOH were unable DoH made a formal offer on Agenda For to enter into formal negotiations. However, Change pay for 2018/19. they believed an engagement process In this letter the DoH advised that the DoF would allow for employers and trade union had now set the Northern Ireland Public colleagues to gain a detailed understanding Sector Pay Policy for 2018/19. This had of the positions on all the issues; provide cleared the way for the DoH to make a formal for exchange of information; and keep an offer to Northern Ireland Agenda For Change ongoing line of communication open as they NI (employees). Any agreed or final offer moved forward. would be subject to further clearance by the In response to these developments and DoF as part of the pay remit process. to consider NIPSA’s position in a Northern Notwithstanding the commencement of the Ireland context, it’s HSC Central Panel Northern Ireland (Executive Formation and appointed a pay sub-group to analyse the Exercise of Functions) Act 2018, constraints Framework Agreement in detail and to arrive remain in respect of the scope and extensive at a policy position. decisions that can be taken by civil servants. In August 2018, NIPSA issued a HSC pay Therefore, we have had to carefully balance update / bulletin on the Agenda for Change how we have modelled the proposed pay refresh Framework Agreement – inclusive offer for 2018/19, and this offer was based on of payscale restructuring for HSC Northern applying the 2018/19 English pay settlement Ireland setting out NIPSA’s policy position on to current Northern Ireland pay values. This pay for 2018/19 and beyond. would cost £60.45m which is available for the Although there was a series of meetings with purpose. This would represent an additional DOH, DOF and employers including several £2.97m to the overall HSC pay bill. meetings with the DOH Permanent Secre- The main points of the pay offer were as tary and the DOF Permanent Secretary, the follows: Health Service trade unions and staff side ❚❚ Award backdated to 1 April 2018 organisations subsequently advised that they had reached a deadlock on 2018/19 ❚❚ A new minimum rate for staff on Band 1 pay for Health Service staff in Northern and the first 6 points of Band 2 of £16,943 Ireland and as a consequence they would be – an increase of up to 15.5% for some staff, conducting a consultative ballot to canvass equating to an hourly rate of £8.67. their member’s views for a formal ballot for ❚❚ Increase to bottom points of other bands industrial action in 2019. by between 3.8% and 6.4% as a result of The HSC Unions subsequently reported increasing to the value of the next point responses ranging from 92-97% in support of up. being balloted for Industrial Action in 2019, if ❚❚ Entry point for Band 5 would increase by there was failure to reach agreement on pay. 4% to £22,795. Such action came following a refusal by the ❚❚ Increase to top points in Bands 2 – 8C of Management Side to accept proposals from 3%, 2.49% to Band 8D and to 2.07% to Trade Union Side for a 3% pay award as an Band 9. interim payment for staff for the year 2018/19 ❚ which would have allowed more time for ❚ All other pay points would increase by negotiations on the refresh of the Agenda 1.5%. for Change terms and conditions that were ❚❚ Staff would receive incremental progre- agreed, accepted and funded by Treasury for ssion also, where eligible. Scotland, Wales and England. Despite a series of meetings running into December 2018 and counter proposals

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from the Trade Union Side, the final meeting linked to the implementation and interpretation held on 17 December 2018, concerning the of that policy by the Department of Health. 2018/19 pay discussions ended without In response the DoH advised that they had met agreement. The HSC Trade Unions argued with the Department of Finance (DoF) and had that the Department of Health had unilater- received legal advice and were prepared to draft ally sought a budget for pay “insufficient, in new payscales for Senior Executive Pay, following their view to meet the Agenda for Change consideration by the DoH Permanent Secretary. uplift as per the other 3 countries” and had arrived at a situation where they had no They further indicated that the process would alternative but to impose their proposal require them to cost these proposals and to of 22 November 2018 in order to meet the consult further with employers and Trade Union payroll deadline for full payment of arrears in Side representatives. Once formalised and the February 2019 salaries. departmental starting position agreed, the DoH were happy to discuss further with employers The DoH remained adamant that only a and Trade Union Side. Minister can authorise pay realignment and or set a new public sector pay policy that The Department subsequently indicated that would allow for full funding of the Agenda they were in a position to discuss their proposals for Change refresh agreement as per the but the matter was deferred as intense discus- other 3 countries. sions were taking place between the DoH employers and Trade Union Side on the 2018/19 The HSC Trade Unions advised that they HSC Pay Remit for all other HSC staff. remain committed to achieve pay parity with England, Wales and Scotland and would It was agreed to examine this matter once that engage in further negotiations and discus- process had been completed. sions early in 2019 with the view to achieving the same. C3.7 HSC Working Time Regulations Tribunal Cases and Rotas C3.6 Senior Executive Pay Tribunal Cases (Sleep-ins): Over 600 NIPSA Within Trusts and other HSC Bodies a significant tribunal applications relating to the Working number of Senior Executives invoked internal Time Directive (WTD) and unlawful deduc- grievances and appeals as a consequence of not tion of wages cases were registered with the receiving any pay uplifts for the last 8 years. Office of Industrial Tribunals and Fair Employ- NIPSA supported its members in these grades ment Tribunal (OITFET) in June 2016. On foot arguing that employers had committed a breech of the NIPSA applications another HSC trade of contract and its members had suffered a loss union, Unison, lodged 280 cases on behalf of of entitlement by way of cost of living increases it’s members. NIPSA and Unison subsequently and incremental progression for an 8 year period. agreed to co-fund these cases. In terms of the HSC multiple cases, these were progressing towards Whilst NIPSA prosecuted a number of these griev- a hearing. The HSC Trusts would not agree to a ances and appeals with respective employers it lead case from 1 Trust and consequently addi- became evident that the issue was more convo- tional lead cases were being progressed against luted and complex and NIPSA took the dispute each of the 5 Trusts. to the Department of Health (DoH) through the Regional Joint Negotiating Forum (JNF) on the A timetable was set by OITFET to address the basis that the outcomes from the grievance and identification of lead and reserve lead cases appeal hearings indicated that the problem lay and diary the exchange of documentation and squarely with the Department of Health and not replies to questions by either side. NIPSA’s legal employers because it was the Department of advisors subsequently identified 8 lead claims Health who set the pay policy for Senior Exec- that were representative of the total group utives and these pay disputes were intrinsically of claimants across the five Trusts. The legal

Health and Social Care C3 84 C3 Health and Social Care process has been elongated and matters were that these type of developments would have for not helped by another working time related other sectors. NIPSA also gave consideration to case whereby a decision was taken by OITFET the consequences of such policies feeding into that the current sleep-in cases should be stayed the wider Programme for Government (PfG) following a Court of Appeal judgement (Unison strategy which would equally impact in other v Mencap case) as there was a potential read- parts of the public service. The seminar was well across. In light of this the indications were that attended and the HSC Central Panel agreed they cases would not be heard until early 2019. would take forward the proposals and strategy that emerged from the seminar. Rotas/Sleep-In Arrangements Within Commu- nity Services: NIPSA continued to raise awareness of the stress and strain it’s members were C3.9 Zero Tolerance enduring from not having Working Time Direc- The Joint Negotiating Forum, Policy Sub-Group tive (WTD) compliant rotas in the workplace reviewed this particular policy. in all community residential settings and the resulting impact that this was having on their As a consequence, the Department of Health health. NIPSA held a meeting in December 2017 (DOH) advised that the Zero Tolerance Working with Trust Directors of Social Work and Human Group had received submissions from every Trust Resource Directors on some emerging thinking in relation to the policies they have in place and around possible future Service Delivery models their priorities for zero tolerance going forward. in the areas which have traditionally had sleep-in The working group agreed to meet further to arrangements in place. NIPSA was advised that review the next steps and identify actions that the Trusts and the Health and Social Care Board could be progressed. (HSCB) were currently costing a proposed model The DOH advised that further training for staff for a possible future delivery model but this was coming through as a priority and that business case would need to be approved by the group would be considering the regional DOH. NIPSA continued to highlight the need for training strategy. ongoing consultation and practical solutions to resolve this critical issue. Following further pres- The DOH further confirmed that the group had sure it subsequently transpired that there was discussed the view held by some across the now no current model being costed by HSCB on system that “Zero Tolerance” as a title for their behalf of Trusts but NIPSA was advised that some policy was unrealistic and not achievable. The “Transformation” money had been available alternative view was that “Zero Tolerance” repre- from DOH and it was now the intention to put sented a powerful and effective statement from this additional money into community services both the department and HSC employers. by way of additional posts. There was no detail This aspect along with others would be picked of the quantum of this “Transformation” money up as part of the ongoing review. and NIPSA subsequently requested an urgent meeting with the Director of Social Work in HSCB C3.10 Northern Health and along with HR representatives from the Trusts to consider the potential impact of such proposals. Social Care Trust (NHSCT) Financial Position: The Northern Health and C3.8 HSC Transformation Seminar Social Care Trust expected to ‘break-even’ for the 2017/2018 financial year. The ‘savings’ target for The NIPSA HSC Central Panel held a one day event 2018/2019 had not been established but based on 12 October 2018 in relation to the HSC Trans- on the current budget deficit for health the Trust formation Process. The seminar was open to all was estimating their portion of the ‘savings’ was other NIPSA branches and although it looked at likely to be at least £18m. the Bengoa Report and other policy developments within the HSC sector, the purpose of the Management of Change/Service Changes: seminar was to consider the potential impact NIPSA continued to be engaged in the

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consultation processes and continued to Causeway Hospital (initially a Saturday and support members through any outcomes of after 12 months being extended to Sundays). those processes. The Trust was engaged in a This opposition was based on the lack of any number of Management of Change programmes evidence that substantiated the need for including: either the extension of the weekend working hours in AAH or the introduction of weekend a. Restructuring of Patient Access and working hours in the Causeway Hospital. Theatre Administration: NIPSA along with NIPSA identified that the current weekend trade union colleagues reached agreement working model needed to be examined and with management on a number of matters significant work needed to be undertaken and it was agreed that the recruitment and to current practices and procedures e.g. the selection process could commence in rela- need to ensure discharges are undertaken at tion to a number of vacant posts i.e. 1 x Band the earliest point of time in the day to facil- 8a and 1 x Band 5. Different views arose itate scripts being prepared and patients between management side and trade union discharged at a reasonable time of date as side in relation to the defined ‘pool’ of staff opposed to after 5 p.m. etc. NIPSA also iden- affected by the process i.e. which of the Band tified that the current staffing levels within 4s was/was not affect remains outstanding both locations do not support the proposed and this matter was resolved. The restruc- enhanced weekend working. Manage- turing process was completed but subse- ment drew up draft rotas and engaged in quent issues arose in relation to workloads of workshops with all affected staff and NIPSA the remaining lower Band staff i.e. Band 3 as supported members in those workshops and a result of the changes and NIPSA supported in responding to the draft proposed rotas. those members in resolving these matters. Regular joint management/trade union side b. Restructuring of the Health and Well- meetings have taken place in relation to being Promotion Team: NIPSA supported this matter since June 2018. Trade unions members in the implementation process. requested that the commencement of NIPSA and other trade union colleagues weekend working in the Causeway Hospital objected to the proposal which was to move (Saturday only in the first instance) would away from a specialist model to a locality be delayed until January 2019 but manage- team based model but the Trust continued to ment chose to roll this out from Saturday proceed with rolling out the proposed model. 24 November 2018. NIPSA and Trade Union NIPSA received further details including draft colleagues continued to express concerns job descriptions and supported members about the staffing levels particularly in terms in the formulation of a formal response to of ensuring safe practices both during the the additional information received. A wait week and at weekends and have identified and see approach in terms of addressing other concerns relating to part-time staff and the queries/concerns of members in the the need for weekend working to be pro rata Management of Change process was being which was not being addressed appropri- taken by management and the revised struc- ately by management. In relation to Antrim ture was scheduled to ‘go live’ in late 2018. Area Hospital management are continuing to NIPSA continued to support members in the ‘stay’ the current proposal to extend current transition/bedding in process. weekend working hours pending an optimi- c. Pharmacy Weekend Enhanced Working: sation process of the current working hours. NIPSA supported members in the consul- d. The Introduction of 7/7 Working within tation process. NIPSA opposed both the Diagnostic and Clinical Services in Antrim extension to the current weekend working Hospital: NIPSA supported members in the hours in the Antrim Area Hospital (AAH) consultation process. NIPSA opposed the from 9am–5am to 9am–9pm and the intro- universal introduction of 7/7 working within duction of weekend working hours in the the service, highlighting the need to review

Health and Social Care C3 86 C3 Health and Social Care the workforce required for outside 9am – was submitted to management side in relation 5pm, Monday – Friday working. Concerns to the changes being proposed clearly high- were also raised in relation to the poten- lighting and emphasis a collective Trade Union tial adverse effects of ‘stretching’ poten- rejection of the draconian and inappropriate tially inadequate staffing levels across a 7/7 amendments. working pattern. e. Restructuring of Administrative Staff: C3.11 Northern Ireland Ambulance Service Nursing and User Experience staff located at (NIAS) the Whiteabbey Hospital: NIPSA supported Financial Position: The Northern Ireland Ambu- members in the implementation process i.e. lance Service was expected to ‘break-even’ for one-to-one meetings and the Expression of the financial year 2017/2018. The Trust was Interest Process etc. not able to provide any details of the required f. Revision of Acute Occupational Therapy ‘savings’ for 2018/2019. Out of Hours Service: NIPSA supported Restructuring: The Northern Ireland Ambu- members in the consultation process arising lance Service undertook a Review of the Northern from revised proposals for the Acute Occupa- Ireland Ambulance Control and Communica- tional Therapy Out of Hours Service. NIPSA tions Service (Emergency Ambulance Control). members within the Causeway Hospital The proposals did not involve a reduction in the raised concerns relating to the frequency overall number of staff who could be employed of weekends they would be required to in the Control Services but there were implica- undertake, the undertaking of work during tions for some members in terms of posts and the week when staff are rostered to work at banding. A working group was established to the weekend and the inclusion of Sunday work through the various elements including working as part of the proposal. implementation etc which NIPSA participated Policies: The Northern Health and Social in. The working group agreed the terms of refer- Care Trust has been reviewing the Managing ence/work plans but delays to the job descrip- Attendance Protocol and Procedures. NIPSA tions for the new roles created being evaluated submitted comments in relation to the changes delayed the progress in terms of the manage- being proposed. NIPSA welcomed changes ment of change process involving the staff that required management to act more proac- affected. tively in terms of addressing staff member’s Rest Period Proposal: The Northern Ireland health concerns at the earliest point in time, the Ambulance Service put forward the following emphasis the need for the Trust to take steps to proposal: support a staff member in remained in work and also those that required management to proac- a. There would be one 45 minute break per tively seek to support staff returning to work 12hr shift: at the earliest opportunity but these measures i. To be allocated between 11.30 – 15.30hrs are counteracted by the draconian and puni- and 23.30 – 03.30hrs tive measures also being proposed especially in relation to the trust seeking to withhold staff ii. The break may be allocated at a NIAS members sick pay in circumstances in which Station, Deployment point, HSC facility NIPSA view as being inappropriate to do so or, if agreed with EAC, another location. and also the formalisation of the Trust seeking to terminate a staff member who is facing rede- iii. A £5 subsistence claim may be made for a ployment for health reasons if an alternative break taken away from base post is not located within an unacceptably short iv. The break will only be interrupted for time period i.e. 8 weeks of the search begin- Purple calls and some higher acuity red ning is unduly harsh. A joint Trade Union side calls (Note 1). submission which NIPSA fully contributed to

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b. If a break is interrupted one spoiled meal NIPSA were fully engaged in consultations on allowance per shift may be claimed changes proposed to school nursing structures. Meetings were held with members to respond i. If a break is disturbed within the first to their issues. 15 minutes then a second break of 45 minutes will be allocated. NIPSA engaged with members in children’s Gateway Single Point Entry team in a consulta- ii. If a break is disturbed after the first 15 tion exercise on changes to the team. minutes then a second break consisting of the remaining minutes will be allo- Significant input by NIPSA health and safety cated. representatives into Trusts health and wellbeing strategy. NIPSA representatives are at the centre c. If no break is allocated within the given times, of this important strategy and were bringing a break will be allocated at the first opportu- all their experience and expertise to ensure nity thereafter and be uninterrupted for the members are protected. first 30 minutes. NIPSA took the lead in a service improvement/ Management have also stated that to support stress risk assessment for over 100 staff in phar- the implementation the Medical Director had macy departments throughout the Trust. This reviewed the classification of calls, resulting in addressed how staff are managed, included and a reduction of approx. 10,000 calls (per annum) treated in their workplace. The main focus was to that would interrupt breaks. Initially additional improve the working lives of staff. daytime cover was provided in Belfast and South East Divisions as part of Winter Planning NIPSA was involved in ongoing service improve- between 11.00 – 17.00 hrs. NIPSA supported ment work with GP Out of Hours staff throughout members in the consultation process. the Trust. This led to increased contracts, Working Time Directive compliance and career opportunities for staff. NIPSA also successfully C3.12 Southern Health and argued back pay for these members around Social Care Trust (SHSCT) annual leave entitlement while working regular After a long campaign and diligent work from the overtime. Branch that Domiciliary Care Workers have been NIPSA continued to be involved in work on the re-banded from a Band 2 to a Band 3. This was Daisy Hill pathfinder group. fantastic news for those low paid workers who A working group was set up in Older Peoples delivered an invaluable service to the commu- Primary Care to look at the role and function nity. The task of securing back pay for these of admin staff in the ICT (integrated care team) members for as far back as possible commenced. service. The main aim was to ensure that the The finalised job description/job specification relevant staff were carrying out the tasks appro- for Ward Clerks in Craigavon Area Hospital, Daisy priate to them in order that the service is as Hill Hospital, South Tyrone Hospital, Lurgan and effective as possible. Branch members have Armagh were submitted for evaluation. These represented NIPSA members on this working members were upgraded. group. This piece of work resulted in more admin NIPSA began the work with medical records posts being created within ICT teams. staff throughout the trust to look at having their NIPSA successfully overturned many Work Life banding reviewed. NIPSA liaised with colleagues Balance decisions at appeal hearings. in the Northern Trust. NIPSA been successful in overturning decisions NIPSA issued a bulletin on the HSC pay update/ at attendance management panels to issue AFC refresh. The branch then held meetings sanctions to staff who have breached the policy across the Trust over a number of weeks. Serious triggers. questions were raised on the deal in England. As NIPSA took part in the roll out of training to there was little no progress in negotiations the managers in the implementation of policies. NIPSA moved to a consultative ballot.

Health and Social Care C3 88 C3 Health and Social Care This followed months of representation by the residential staff. branch to HR on issues around the implementa- Car Parking: NIPSA continued to raise the tion of these same policies. Many managers who unfairness of car parking charges across the are NIPSA members have welcomed the training WHSCT estate. NIPSA members were regu- which would benefit them and their staff. larly late for work searching for free spaces at NIPSA recently supported staff in children’s peak times, were at risk of clamping or fines for Family Intervention Team through a whistle contravening parking rules and were subject to blowing case. This resulted in workshops being extortionate car parking charges when they are held for all teams and an oversight group being forced into the Trust’s paid car parking facilities. set up to, among other things, improve the NIPSA conducted a survey of members to deter- working lives of members. mine the range of issues with a view to develop NIPSA continue to meet regularly with domicil- a campaign on this issue. iary care managers to work through issues which Finance: NIPSA raised concerns with the Trust’s arise for this large staff group. finance director concerning the Trust’s budget NIPSA joined a number of working groups in allocation for 2018/19. The response received the Trust which will look at violence and aggres- advised that the Trust were concerned about sion towards staff groups. This work will help to their ability to deliver savings but anticipated inform ongoing regional work. that they would be required to undertake reductions in low impact areas. C3.13 Western Health and Scroggy Road Children’s Home: The Trust Social Care Trust (WHSCT) consulted on restructuring support provided to one young person resident in the home; a Primary Care and Older People (PCOP): package of care was provided on a 2:1 basis Progress was slow in appointing the new Band involving a team of 6 Residential Social Workers. 7 Senior Practitioners to teams. This was further The Trust’s proposal would reduce this team exacerbated by a stalled recruitment exercise change to 2 RSW and 4 Band 4 support workers. for Band 6 social workers which has delayed NIPSA is opposed these plans and successfully successful Band 7s from taking up their posts. delayed their implementation NIPSA continued to have regular meetings with management to ensure that the timelines did not drift further. In Eeach/Testing Change: A pilot project was developed to help ensure consistency for clients who are admitted to hospital. NIPSA was in regular contact with members involved in the pilot who reported high levels of stress and worry about increases to workloads. NIPSA sought further meetings with the manager leading the project and arranged a joint meeting with staff to identify the pressure points in the delivery of this new initiative. E-rostering: NIPSA received numerous calls from members in Residential Social Work who were advised that a number of payments and allowances are not compatible with the new system and will not be paid. NIPSA raised this with the Head of Service who committed to urgently review the plans to roll this out to

Annual Report 2018 89 C4 Libraries NI C4.1 Budget 2018/19 C4.4 Branch Library Managers (BLM) The Department for Communities (DfC) Job Evaluation Review imposed a 4% cut in the budget of Libraries NI This issue remained unresolved during the year for 2018/19. Although this reflected the same and as a result a ballot for industrial action was level of cuts imposed the previous year there issued in the Spring, with action short of strike was very little additional funding received in commencing at the end of May. Members year, compared to £1.4m additional resources were disgusted by how the employer dealt provided mid year in 2017. The impact on with this matter and continued with the action Libraries NI included a significant reduction in throughout the rest of the year. At one point in their ability to update and upgrade their stock, the Autumn, Management had threatened to which is crucial to maintaining memberships deduct wages from staff. Following a heated in each library. Libraries NI made clear to the meeting this threat was eventually lifted. The Department that should there be similar cuts intervention of the Labour Relations Agency was in 2019, then the viability of a number of local sought towards the end of 2018 in an attempt libraries was something which the Board would to reach agreement on an independent expert have to consider. Libraries NI also indicated that to consider the material presented and make a they would review the number of Agency staff judgement on whether a job evaluation review employed, which resulted in the recruitment of was justified or not. 20 new Library Assistants. C4.5 Review of Libraries NI C4.2 Summer Opening Hours NIPSA Constitution For the second year running, Libraries NI intro- This matter was still under review by year end. duced different opening hours for a significant number of libraries over the summer months, as a means to deal with the budget cuts. Following C4.6 Capability Review complaints from NIPSA in 2017 about how this A new Capability Review Policy was introduced was handled that year, there was early engage- at the end of 2017 following protracted consul- ment with Trade Union Side and all issues were tation with NIPSA. The vast majority of changes resolved satisfactorily for members who were proposed by Trade Union Side were accepted individually affected. by the employer and NIPSA noted the final document. There were no major issues raised C4.3 Christmas Opening Hours by NIPSA members during 2018 following the introduction of this new policy. NIPSA carried out an all member consultation on proposals received to close some libraries over Christmas. The vast majority of members, 90%+, C4.7 Open Libraries were supportive of the proposals, with NIPSA Five rural libraries were refurbished to accom- successfully negotiating an agreement that staff modate facilitation of this new arrangement, would have up to 31 March 2019 to make up which was funded by DAERA as a means, hours lost. NIPSA also made it clear to Manage- primarily, of providing broadband accessi- ment that this should not be seen as setting a bility for rural communities. NIPSA undertook precedent for either any other year or any other a site visit to Whitehead Library to view the holiday period. arrangements and speak directly with the Area Manager and Local Manager. Assurances were provided to NIPSA that this initiative would not be used to undermine existing service provision or opening hours in any library involved. However, given developments in the Republic of Ireland in respect of a similar arrangement in

Libraries NI C4 90 C4 Libraries NI some libraries there, NIPSA remained concerned of the key outcomes of the review was expected about the future potential impact. By year end by early November nothing had been received a site visit to libraries in the Republic of Ireland for consideration by NIPSA by year end. had yet to be organised. C4.13 Voluntary Redundancy Situation C4.8 Universal Credit A proposal was received by NIPSA which sought There was limited update on the service offered to reduce the compliment in Libraries NI Payroll by Libraries NI to claimants for Universal Credit Section, using information collated during to avail of IT provision in local libraries. As this Libraries NI engagement with the Public Sector was one of the activities included in the action Shared Services Programme, which highlighted short of strike action by BLMs, there remained the reduction in transactions over the previous extremely limited take up. 9 years since Libraries NI was established. A meeting was arranged to discuss the ramifica- C4.9 Policy Reviews tions of the review and arrangements for any voluntary redundancy which arose as a conse- NIPSA engaged with Libraries NI on a range of quence. policy reviews throughout 2018, including Adop- tion, Maternity, Staff Appraisal and Managing Unacceptable Behaviour by Library users. The vast majority of comments provided by NIPSA were fully accepted by the employer. C4.10 Calculation of Holiday Pay This issue only affected two staff in Libraries NI who were not NIPSA members so NIPSA noted the process of calculations introduced by Management. C4.11 NJC Pay Award Year 2 NIPSA had a number of meetings with Libraries NI to negotiate agreement on the assimilation terms for Year 2 of the 2 year NJC pay award. A number of proposals were presented by Trade Union Side which Management agreed to consider in advance of a further meeting. C4.12 Structural Review The new Chief Executive initiated an overall Structural Review of Libraries NI to take account of the changes which occurred over the last number of years. Discussions on the Terms of Reference were held with the Chief Execu- tive and Chairman of the Board. NIPSA made it clear at that meeting that whilst NIPSA was content to engage positively with the organisation throughout this review process, it could not be considered as an alternative to resolving the BLM regrading dispute. Although an initial draft

Annual Report 2018 91 C5 Local Authorities C5.1 Review of Public Administration (RPA) d. NJC Pay Award Year 2: Given the lack of a central negotiating framework and structure A number of issues remained outstanding which discussions were held in each Council on the were directly related to the RPA changes imple- requirements contained in the 2 year NJC Pay mented in 2015 when the eleven new Councils Agreement for Year 2. NIPSA was at the fore- were established. front of establishing a joint approach with the a. Industrial Relations: Talks continued in other unions in an effort to have a common 2018 with eight of the eleven Councils, the understanding and negotiating position. Labour Relations Agency (LRA), the Local Discussions were arranged for early 2019 to Government Staff Commission (LGSC) and brief Committee and Panel representatives the four recognised trade unions for Local and all Officials on the issues to be covered Government. The discussions focused on during individual Council negotiations. developing a collective bargaining frame- e. Holiday Pay Calculations: A number of work for Industrial Relations covering the Councils had already agreed how to deal eight participating Councils. A draft frame- with this issue in advance of the PSNI work was drawn up, including the range of Tribunal outcome in late autumn 2018. For topics to be covered by the interim arrange- those Councils yet to agree a way forward ments. These included: job evaluation; with Trade Union Side, approaches were TUPE protections; government reform initi- made to meet early in 2019 to discuss formal atives; and policy development. However, proposals. on the day the framework was to be agreed one of the unions indicated it had internal f. Local Government Panel Constitution: concerns which had to be addressed. Efforts Approval was obtained from the Public continued in the latter part of 2018 to resolve Officers’ Group Executive Committee to these concerns, with meetings sought with revise the Local Government Panel Consti- UNITE and GMB to clarify the issues. Contact tution to ensure a quorum at each meeting, was maintained with the LRA, LGSC and enabling formal decisions to be made. The employers so that discussions could recom- changes were introduced and were benefi- mence promptly. cial to the smooth operation of the business of the Panel. b. Local Government Staff Commission (LGSC): The Local Government Staff C5.2 Water Quality Inspectors Commission remained in place throughout 2018 pending the re-establishment of the a. Personal Safety Devices: Although this Assembly Executive and appointment of a issue had been presented by the Northern Minister to formally wind down the Commis- Ireland Environment Agency as a critical one sion. The Chief Executive and a small number which required urgent attention, no further of operational staff continued in post, as did proposals were received by Trade Union Side the LGSC Board throughout this period. during 2018. Staff continued to operate as they had done before attempts were made c. Planners: A number of issues remained to introduce stricter monitoring arrange- unresolved for planning staff who trans- ments. No adverse impacts were reported as ferred to Councils in April 2015, mainly linked a result of the status quo being maintained. to TUPE related matters which had not been clarified prior to the transfer. Issues included b. On Call Arrangements/TOIL/Grade/Status: pay awards, professional fees, job descrip- Staff employed across five Council areas tions and job evaluations. In the absence of remained aggrieved by the different treat- a joint industrial relations forum these issues ment and terms and conditions applicable had to be dealt with individually in each local despite the fact that all staff were seconded Council. to the Northern Ireland Environment Agency (NIEA). The issues were raised in each Local

Local Authorities C5 92 C5 Local Authorities Council in the absence of a central bargaining vi. Annual Leave: There were no movement arrangement although it was reported that on the issue of inequalities between the the potential TUPE transfer of staff to the legacy Councils on annual leave provi- NIEA was being considered again. No formal sion. The Council had committed itself to approaches to Trade Union Side were made examine the issue, taking into account the by year end. cost of any proposed changes. At year end no formal proposals had been received by C5.3 Councils Trade Union Side. a. Antrim and Newtownabbey Borough vii. Removal of Allowances: A number of Council (ANBC) challenges were lodged regarding the i. Review of Services: The review of Leisure removal of allowances from some staff fol- Services was completed in 2018. Early lowing job matching. Appeals were heard fears about the potential privatisation of and proposals made by Trade Union Side Leisure Services proved unfounded when to consider a buy out as a means to resolve the Council confirmed, following pres- the matter. Proposals were awaited. sure from the unions, that the provision viii. NJC Pay Year 2: Following an initial of leisure services would remain in-house. meeting in December 2018, further Following the internal review, changes meetings were agreed for early in 2019 were introduced with union agreement. to negotiate Year 2 of the 2 year NJC Pay ii. Waste Management: A successfully cam- Award. Trade Union Side made clear to paign against the further privatisation of the Council that they expect full negoti- Waste Management in ANBC concluded in ation and agreement between both sides early 2018, resulting in an internal review which reflect the arrangements outlined of the terms and conditions of staff across in the NJC pay deal. the legacy Councils. This resulted in pro- ix. Calculation of Holiday Pay: Discussions posals presented to Trade Union Side on were held during the year on a number of buy out terms for staff in Newtownabbey occasions with the Council in an attempt to bring all staff on to the same terms and to reach agreement. At a further meeting conditions. Despite repeated attempted in December, Trade Union Side made it by Trade Union Side to secure additional clear that if formal realistic proposals were changes to the proposals agreement had not received in advance of the meeting not been reached by year end, although scheduled for January, formal grievances only a few outstanding matters remained. and Industrial Tribunal complaints would iii. Job Evaluation: All outstanding job eval- be lodged. uation and job matching issues were dealt b. Ards and North Down Borough Council with successfully during the year. (A&ND) iv. Trade Union Consultation: Trade Union i. Restructuring: Following on from section Side continued to experience difficulties C5b(i) of the 2017 Annual Report, JTUS throughout 2018 in respect of how the continued to pursue issues regarding Council consulted with Trade Union Side. equity of treatment for those whose posts The three recognised unions worked to- were regraded upward below Tier 4 level gether presenting a united front to estab- as those at Heads of Service had been. lish a proper consultation arrangement The Council produced a paper in Febru- for issues affecting members locally. ary which it stated had been agreed in 2014 but which JTUS objected to on the v. Policies: Trade Union Side engaged with grounds that the paper was in draft form ANBC throughout the year on a range of and therefore never agreed at LCNF level. policies for the new Council.

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HR responded by stating that any retro- without agreement or discussion with the spective payment for upgrading would union. require Council approval as the restruc- By October 2018, negotiations with turing for Tier 4 and above had been ap- HR succeeded with acceptance by the proved as Phase 1 of the process. Discus- Council that the NICS Absence Manage- sions continued at the LCNF meetings ment processes would be operated rather throughout the year and at year end, the than imposing the Council’s procedure. Council was considering its position. NIPSA pressed for full training on NICS ii. Scale 4 Administrative posts: In early procedures for line managers and HR to 2018, the Council sought NIPSA’s agree- ensure best practice implementation, ment to remove all Scale 4 Administrative which was being finalised at year end. posts from the “at risk” category. TUS welcomed further assurances that NIPSA initially reserved its position and there was no current plan to review or remained cautious throughout discus- reorganise the Planning function which sions given the issues which had previ- had transferred from the NICS under RPA ously arisen over the lack of consultation in April 2015. on the questionable process used to iv. Leisure, Community Centre and Recy- create the generic Scale 4 Administrative job description to which members had cling Centre Transformations: As pre- been matched. viously reported in Section C5b(iv) of the 2017 Annual Report, NIPSA continued to JTUS therefore sought clarification of the pursue issues pertaining to the transfor- rationale for this request. In response, HR mation of the Leisure Services across the agreed to formulate a paper setting out its Ards District throughout the year. proposal for further consideration at the March LCNF. These included conversion to permanence of temporary contracts and removal of Following further intervention by the zero hours contracts. NIPSA welcomed union, NIPSA welcomed the Council’s headline information regarding the deci- withdrawal of the proposal to remove all sion to keep this leisure service in-house Scale 4 Administrative posts from the “at was received in mid-May. risk” category and agreement was reached to proceed to recruit vacancies using the A number of Joint Working Groups were agreed vacancy control procedure by the established, the JTUS being led by NIPSA, Autumn. to take forward industrial relation issues resulting from each discretely sepa- The overriding objective of NIPSA to rate review. An initial meeting with the ensure that those posts, which required Director, Managers and HR took place in vacancy control protection to mitigate early May at which NIPSA raised serious against members becoming at material concerns over lack of meaningful consul- risk of redundancy and given every oppor- tation to date and called for genuine tunity for suitable alternative employment commitment to JTUS involvement prior to was achieved. decisions being taken going forward. iii. Planners’ TUPE protection issues: Issues The Council maintained that the in-house over TUPE protection of policies and pro- bid for leisure had included the potential cedures for transferred Planning staff outsourcing of cafeteria in the new Ards continued to be a source of disagree- Leisure Centre, which the JTUS formally ment during the first half of 2018 when objected to, calling for evidence of why HR attempted to implement the Coun- the café should not remain in house. This cil’s Attendance Management Procedure issue was further complicated when,

Local Authorities C5 94 C5 Local Authorities at a meeting with affected members, it three trade unions NIPSA, GMB and Unite. became clear that café staff currently Eventually, Management capitulated and employed by the Council were seeking an initial meeting was held with the JTUS voluntary redundancy. The Council clar- in early December, at which proposals ified that an initial tender exercise had were tabled. It was anticipated that nego- already commenced to seek expressions tiations would continue into the New Year. of interest from third parties willing to run v. Policy Development: Negotiation on the new cafeteria however a final decision a plethora of draft policies and proce- would not be reached until late 2018 and dures for all Council staff continued apace committed to fully engage with the trade throughout 2018. unions from this point. The JTUS formally proposed that a joint The Joint Working Groups met on a working group be established to review bi-weekly basis to input into each review new and revised draft policies and proce- process and ensure the interests of union dures in agreed tranches with a view to members were fully protected. Additional reaching final draft stage which could reviews commenced which included a then be put forward for LCNF final consid- detailed evaluation of the Visitor Informa- eration. tion Centre based in Newtownards which could potentially impact negatively on a As reported in Section C5b(iii) of last number of members’ posts, their working year’s Annual Report and following patterns, location and duties which may the withdrawal by Management of the require members to be retrained. Driver’s Handbook due to significant concerns being raised by the JTUS over Serious concerns over lack of meaningful the implementation of a Council based consultation to date and our call for penalty points system, in the absence genuine commitment to JTUS involve- of any consultation whatsoever, HR ment prior to decisions being taken were tabled an overarching draft Policy which exacerbated when staff from the Crafts enshrined the same unacceptable provi- section of the Visitor Information Centre in sions, seeking to reintroduce the penalty Newtownards were approached directly points system into the Driver’s Hand- by HR in November in advance of any book. Following detailed discussions at review issues being discussed with the JTUS level, NIPSA submitted a scathing local NIPSA representatives. It was decided written submission on behalf of all unions that the issue of inadequate consultation in early February. A further revised draft would be added to the agenda for the was also rejected by the unions in October January LCNF meeting. due to Management’s insistence upon the NIPSA received the terms of reference for necessity to implement this Council based the Community Centre Review and nego- penalty points system to penalise Drivers tiations continued on the review of the who did not comply with the Handbook Regeneration and Tourism section with requirements, the ultimate sanction being central concerns of funding for changes dismissal. and grading of new posts the subject Further negotiations were required before of much discussion at year end. Also in the new policy could be agreed and December, negotiations commenced implemented. HR responses to a number on Council proposals to introduce of JTUS submissions tabled throughout revised working patterns for members 2018 remained outstanding at year end employed in Recycling Centres. Initially, including: HR was demanding to invite non-union employees into the negotiating meetings ❚❚ Draft Information Access Policy, which was unanimously rejected by all ❚❚ Learning and Development Strategy;

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❚❚ Performance and Improvement Plan; and submitted by NIPSA on behalf of the ❚❚ Data Protection; JTUS. These responses were under HR consideration at year end. ❚❚ Honorarium and Acting up Allowances; and A draft Mental Health Charter action plan was tabled by HR in November 2018 ❚❚ Organisation and Development Plan. which appeared to closely mirror the Upon receiving what the Council asserted guidance provided by ECNI on Mental was an up to date policy development Health and was welcomed in principle table in October, NIPSA became increas- by the unions. This was also under NIPSA ingly concerned that a number of funda- consideration with a view to providing a mental Policies and Procedures had been written response on behalf of JTUS prior approved by the Council as far back as to Christmas. 2014 and implemented prior to final vi. Holiday Pay: NIPSA wrote to the Council agreement and sign off at LCNF level. in early March to pursue holiday pay on The list of Policies provided to HR which behalf of members whose regular remu- required status clarity included: neration was enhanced in any way, including overtime payments. ❚❚ Absence Management; This important collective issue was ❚❚ Honorarium/Acting up; pursued with HR at LCNF level and a formal ❚❚ Learning and Development Strategy; proposal was anticipated early in 2019. ❚❚ Pride in Performance Scheme; However, following the successful Indus- ❚❚ Data Protection; trial Tribunal decision in early November, NIPSA wrote formally to the Council ❚❚ and Performance Improvement Plan. again outlining the key legal facts estab- HR was expected to address these queries lished which must be taken into account at the next LCNF scheduled for mid-Jan- in any proposal, including the inclusion uary 2019. of all allowances as well as overtime, the calculation criteria, a suggested reference NIPSA reached agreed in principle on a period for calculation purposes and the further revised LCNF Terms of Reference to requirement for considerable retrospec- improve Industrial Relations but stressed tion. At year end, this was under Council that final agreement could not be reached consideration. until the interface between the LCNF and the staff consultative committee was vii. NJC Year 2 Pay Assimilation negoti- agreed and cross referencing included in ations: In December, NIPSA wrote on both terms of reference. behalf of the JTUS seeking urgent pay ne- HR agreed that this could be done once gotiations in respect of how the Council consultation on the revised terms of refer- proposed to implement Year 2 of the NJC ence for the SCC had completed, which Pay Agreement. was anticipated early in the New Year. Information was formally requested as NIPSA also provided HR with best practice an essential pre-requisite to negotiations guidelines for introducing breast feeding commencing which included clarification facilities in the workplace in May which of grading boundaries on the NJC pay was to be incorporated into a family spine and pay distribution information friendly suite of revised policies. HR also of staff by pay spine (SCP) point and by tabled new draft policies covering Drugs gender. A response from the Council was and Alcohol and Whistleblowing to which awaited at year end. scathing JTUS responses were prepared

Local Authorities C5 96 C5 Local Authorities viii. Union Learning: Following the com- ❚❚ reasonable timeframes for policy pletion by a NIPSA representative of the development and consultation/ Stage 1 Union learning course in Autumn negotiation. of 2018, the NIPSA Union Learning Repre- At the JNCC meeting held in mid-August, sentative instigated detailed discussions attended by NIPSA and Unite, the NIPSA with GMB and UNITE colleagues with a Official, as lead JTUS Secretary, heavily crit- view to pursuing a formal joint union icised Management for failing to progress learning agreement and action plan with a number of matters since 2016. the Council. These included: A number of successful meetings were ❚ held throughout the latter part of the year ❚ suggested amendments to the 2012 which culminated in a formally agreed Collective Engagement Framework Joint Union Learning Agreement in which were sent to HR on 18 May 2017, November which it was envisaged would ❚❚ comments to a draconian draft Drugs benefit members and the Council in many and Alcohol Policy sent by the NIPSA ways. HQ official on 8 May 2017 and earlier A Union Learning Forum was also recently ❚❚ responses sent to Management as far established with a varied agenda, back as 22 September 2016 on a number including action plans to provide essen- of other draft policies and procedures tial skills training opportunities for staff, including Disciplinary, Grievance and which would include free training in Sickness Absence Management. English, Mathematics and ICT up to GCSE In each response, NIPSA strenuously level. emphasised its position that TUPE style A site visit plan was agreed to facilitate protection existed for those staff who ULRs raise the profile of the essential skills transferred from North Down Council and training programme and to offer support must be honoured. to those members with specific educa- The JTUS also called for all future JNCC tional requirements assistance. As a direct meetings to have a pre-agreed agenda, be result, one member agreed to allow their minuted and the draft minutes ratified at story to become a case study for future the next meeting, which was agreed. NIPSA, ICTU and ULR Conferences. Other actions agreed included: ix. Serco Leisure Limited: As reported in Section C5b(vii) of the 2017 NIPSA Annual ❚❚ Serco to provide JTUS with a reviewed Report, SERCO’s position on NIPSA’s re- Drug and Alcohol Policy draft which sponse to draft 1 of the revised Collective included a new section on random Engagement Framework remained out- testing; standing from December 2017. ❚❚ JTUS previous comments on all other NIPSA’s key objectives included: draft procedures would be resent for detailed consideration by Serco Leisure; ❚❚ a joint commitment to early information ❚ sharing and detailed negotiation from ❚ Management to consider all previously the earliest stage; forwarded comments on the CEF. ❚❚ extensions to the role of the local trade A date for the next JNCC was secured, with union representatives; an increase HR to respond to each issue prior to the in the number of elected NIPSA next meeting. representatives; Health and Safety concerns over safety ❚❚ a role for the LRA in dispute situations harness use and the need for staff training and Appeals; and on child protection and first aid were

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also pursued and Management agreed NIPSA supported affected members to to address these important concerns in a ensure that their health and safety at work timely fashion. would not be compromised by seeking The JTUS criticised line management for and obtaining written assurances from not addressing these matters when first Serco that adequate staffing would be reported by local representatives. Some in place for all key events. The situation progress was made at the November JNCC was being actively monitored by the trade with the Project Manager and the NIPSA union. Official reaching agreement on all of the c. Armagh City, Craigavon and Banbridge JTUS required revisions to the Collective Council (ABC) Engagement Framework Constitution i. Restructuring: NIPSA challenged the ap- which expanded upon and clarified the proach to restructuring being taken by necessity for timely, meaningful negotia- the Council and articulated strong ob- tion and consultation on all industrial rela- jections to how representatives felt that tions matters and provided an external the job descriptions for new and revised Appeal mechanism to the LRA should matters reach dispute level. posts were being manipulated to benefit certain individual staff members, in total NIPSA also broadly welcomed Manage- contravention of the equity of treatment ment Side’s confirmation that the stren- principle enshrined throughout the PSC uous objections put forward by the trade Guiding Principles, LGRJF statutory rec- union over Random Testing had been fully ommendations and local restructuring considered and resulted in Serco Leisure agreements reached at local level. agreeing to remove the proposal to implement random testing completely. It was clear that there were differing interpretations being applied by HR to Further discussions were anticipated on the application of the agreed Matching other elements relating to the draft Drugs Protocol and a special Working Group and Alcohol Policy into the new year. The meeting to deal with this issue was held at JTUS also raised concerns over recent which a dossier of issues compiled by the secondment type selections which did JTUS formed the basis for robust testing of not appear to reflect best practice guide- the processes agreed in principle. lines for Recruitment and Selection. Serco Direct assimilation of groups of staff was agreed to re-evaluate how it communi- also pursued. NIPSA continued to press cated career development opportunities the Council for upward harmonisation of to staff and to ensure that all staff who terms and conditions of employment for were, for any reason, out of the workplace all staff, although it was recognised that would be kept informed of recruitment a considerable amount of detailed work and development opportunities in future. was still required to produce an agreed x. Bangor Sportsplex: It was brought to suite of terms and conditions. NIPSA’s attention in mid-February that the ii. New recruitment and selection process: commitments made by the Manager of NIPSA criticised the implementation of a the leisure contract over 18 months ago new recruitment and selection process to ensure appropriate staffing levels at absent of discussion and agreement with Bangor Sportsplex, (which were actioned the trade unions or the necessary training to resolve the plethora of serious health for all staff prior to roll-out and expressed and safety concerns pursued by NIPSA in grave concerns that the process directly 2016), were being undermined by a redis- disadvantaged legacy Craigavon staff. tribution of line management resources to other sites for 3 days per week and action The change in process was legally chal- a redundancy at another site to cut costs. lenged via collective grievances and

Local Authorities C5 98 C5 Local Authorities Industrial Tribunal proceedings on the Negotiations commenced in early grounds of discrimination of two NIPSA December when the JTUS received all the workplace representatives for their trade pay distribution information requested union activities and ongoing discrimina- together with a formal proposal at a tion and victimisation. meeting with HR and Finance represent- The case was scheduled to be heard in atives. mid-January 2018. Attempts to resolve NIPSA counteracted the proposal these serious concerns had been thwarted suggesting an alternative assimilation of despite the commitment of the CEO and bespoke lower scales 1a, 1b and 1c onto Head of HR from early 2018 to proactively new Scale points 1 and 2 which Manage- manage the situation and protect the ment Side agreed to consider, cost and Claimants against further detriment. report back to the JTUS with their response A further grievance on the grounds of trade which was awaited at year end. union victimisation, lodged in September, NIPSA also reinforced the requirement was acknowledged. Signals were received for an agreed assimilation process which in October that the Respondent’s legal would meet the necessity for grading team wished to explore potential settle- scales to be no more than 6 pay points ment terms for all five conjoined claims. in length with at least 2% differen- Discussions were ongoing at year end tial between each pay scale point and with exchanges of discovery and further which would narrow the gender pay gap, particulars completed in preparation for insisting upon a full EQIA on any draft the hearing of the conjoined collective agreed terms prior to implementation and cases should settlement not be achieved. additional action to address any resultant adverse impacts and called for an equal iii. Substantive Contracts: NIPSA continued pay audit of the Council post pay award to push for casual workers to be provided implementation. with substantive contracts and reached v. Objections to potential outsourcing of agreement with HR that the Council Planning and maintenance functions: shared the JTUS objective of creating per- In January, NIPSA sought and received as- manent stable employment and a reduc- surances that the Council did not have the tion of reliance upon agency and other intention to privatise elements of the Plan- short term contracts which would come ning function transferred to the Council to fruition during restructuring of the from the NICS under RPA in 2015. This was lower tiers with the aim to complete the despite Capita making an approach to the entire restructuring process within this fi- Chief Executive offering to provide such nancial year. contracted out services. iv. NJC Year 2 Pay Assimilation Negoti- NIPSA queried why the Council had ations: In November, NIPSA wrote on been discussing a potential maintenance behalf of the JTUS seeking urgent pay ne- contract with Carillion particularly given gotiations in respect of how the Council the private sector company’s stark profit proposed to implement Year 2 of the NJC warnings and subsequent collapse. Pay Agreement. The CEO provided total assurances that Information was formally requested as maintenance work would continue to be an essential pre-requisite to negotiations conducted in-house save any exceptional commencing which included clarification reactive specialist works which would of grading boundaries on the NJC pay be subject to public sector tender rules spine and pay distribution information where the necessary expertise was not of staff by pay spine (SCP) point and by available in-house. gender.

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It was confirmed that the Council had not NIPSA remained fully engaged with the contracted any public sector work to Caril- Council Senior Management Team in order lion prior to its collapse. to build as convincing and comprehensive a business case as possible in support vi. Holiday Pay: Following pressure from the of an in-house service delivery model. JTUS at JCNF level, the Council tabled a first draft proposal which set out its sug- It was confirmed at the JCNF in June gested approach to settle the ongoing that the Council was leaning towards an holiday pay issue for those staff whose rein-house model as first preference which muneration included additional elements was welcomed by NIPSA. Further discus- such as overtime, shift allowance or other sions over the future delivery model of the enhancements. new leisure services across the Council were successful when the CEO’s confirmed This included two years’ retrospective at the October JCNF that an in-house application as the Council claimed this model was the recommended option was when the matter had first been raised which would be tabled at the November by the unions. However, the JTUS estab- Council meeting for ratification. lished that the issue had in fact originally been raised at least five years ago and NIPSA representatives attended a meeting maintained that the Council should apply with the Consultants undertaking the retrospection accordingly. review of leisure and welcomed the agreement reached as above. However, at At the JCNF in June, the Council agreed to the Leisure Committee’s meeting in early consider the matter further. Following the November at which the three potential successful Industrial Tribunal decision in models were presented by the Director, early November, NIPSA wrote formally to the DUP insisted that leisure services the Council again outlining the key legal should be privatised, causing extreme facts established which must be taken into concern for the SMT and trade unions. account in any draft settlement proposal, including the inclusion of all allowances as NIPSA immediately further engaged well as overtime, the calculation criteria, with the CEO and Director of Leisure to a suggested reference period for calcu- cement our shared goal and to agree lation purposes and the requirement for actions required to clarify the reason for considerable retrospection. unexpected confusion at the Committee meeting and to alert the political parties vii. Potential Privatisation of new Armagh to the dangers of privatisation prior to the and South Lakes Leisure Centres: Dis- December Council meeting. cussions over the future delivery models of the new leisure services across the NIPSA also engaged with the party leads Council remained constructive through- and the Trades Council and community out the year with two options remaining groups to ensure that the public were aware of the parties’ positions. under consideration A successful Joint Trade Union and ❚❚ the union preference for an in-house community demonstration was held model; and outside the full ABC Council meeting ❚❚ second arms-length body option. in November which linked in with the NIPSA argued strenuously at JCNF and ongoing “Save our City Lakes” Campaign working group level that any financial to highlight this latest political threat to benefit that the arms-length model may public services which gave NIPSA an ideal have provided had been neutralised by opportunity to lobby Councillors directly the European case law which removed the against privatisation of any kind. tax incentive for any sort of outsourcing.

Local Authorities C5 100 C5 Local Authorities A further meeting between the CEO, Ireland, making the potential impact upon Director and NIPSA campaign team was small local businesses of great concern to held in early December at which it was Councillors. confirmed that no final decision would be Close working with the Food Standards made this year. Reassurances were given Agency for Northern Ireland would form to NIPSA by the CEO and Director that full an integral part of contingency plan- scale privatisation would definitely not ning going forward, with the Council be approved. However, the potential to committed to full engagement with the create a “wholly owned leisure company” unions. based upon a social enterprise model with a separate Board appointed by the Council ix. Future Management of Gosford Forest was highlighted and discussed in detail Park: At the JCNF held in early June, the leaving NIPSA fearing that this may be the Council confirmed that it was its inten- preferred model going forward given the tion to take over all responsibilities for the SMT belief that it could cut bureaucratic management and future development of red tape and allow for operational change Gosford Park and its public amenities from to be implemented more flexibly, cheaply the NICS Forestry Service in 2019. and quickly than the in-house model. NIPSA had continued to press for commit- NIPSA challenged this assumption on the ments that all public amenities including basis that it would undoubtedly cause the grounds maintenance of the site major industrial relations issues, nega- would remain in-house, given huge tively impact upon staff morale and poten- concerns over potential privatisation of tially erode the NJC terms and conditions similar facilities across Newry, Mourne and of members who would be required Down Council. to TUPE transfer into this new leisure It was confirmed at Director level that company and in the end would cost more Council staff were already being utilised money rather than less. NIPSA vocifer- for grounds maintenance and that the ously expressed concerns at the dangers two NICS staff affected did not wish to this would invite and reiterated the trade transfer to the Council. It was anticipated union rationale for working together to that going forward, the staffing level will gain approval for a transformed in-house be increased to four posts, which was model to be implemented. welcomed by NIPSA. Detailed discussions on what specific At the JCNF held in October, the Council changes would be required to achieve the confirmed its intention to further develop Council’s leisure objectives via an in house the tourist and leisure facilities at Gosford service delivery model continued at year in 2019 however the responsibility for the end. forest itself would remain with the Forestry viii. Impact of Brexit: In response to corre- Service in a partnership approach. spondence from NIPSA seeking confir- NIPSA welcomed the repeated assurances mation of anticipated impact of Brexit on of early, full and meaningful consultation Council services and posts, assurances by the Council prior to any future plans were received from the Chief Executive being finalised and implemented. that due diligence was applied with a detailed review of funding sources and legis- d. Belfast City Council (BCC) lation that would require amendment. i. Industrial Relations: A formal complaint It was agreed that this was an important was made to the Chief Executive about issue for detailed discussion at JCNF level the approach taken by Senior Manage- going forward, particularly as this Council ment when engaging with Trade Union held the largest Agri-food area in Northern Side on a range of important issues.

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A meeting was subsequently held with that NIPSA reflected the concerns of all the Chief Executive, at which Trade Union affected staff. NIPSA proposed further Side outlined those concerns in detail, changes to the final offer made by including voicing its dissatisfaction about Management, particularly in respect of the performance and approach of the HR maternity provision, however this was Manager who was present at the meeting. rejected by the employer. The Chief Executive agreed to instruct At year end the vast majority of staff had Council Officials to carry out an urgent agreed to move across onto NJC terms review of Industrial Relations, in conjunc- and conditions, with the resultant pay tion with the recognised trade unions. equivalency awards and buy out terms. A formal Terms of Reference was agreed However some staff decided not to accept with Trade Union Side and an outside the terms on offer. Meetings were sched- consultant appointed to undertake uled for January 2019 to discuss the way the Review. This process continued forward for these individuals. throughout 2018. iii. Greenwich Leisure Limited (GLL): ii. Planners: Detailed discussions were held A number of meetings were held with the between Senior Management in Planning, local Branch Committee on the issues af- HR and NIPSA over a protracted period. fecting members in Branch 526 who were employed by GLL. This proved to be a difficult process due to intransigence on behalf of the employer As a result a formal ballot was arranged to initially even contemplate a pay offer for NIPSA members in GLL seeking their for staff who had not received any cost of views on whether they wished to remain living pay awards since 2016. part of the Belfast City Council Branch or form their own Branch. A series of meetings were held with NIPSA until eventually the Council agreed that Following further consultation with Branch they would offer an equivalent of the NJC 526, a formal proposal was presented pay award dating back to 2016. to NIPSA’s General Purposes Committee (GPC) to agree the change. The GPC The Council insisted however that they agreed and arrangements were sought to would only agree to this if staff agreed to hold a special meeting of GLL members to move away from the TUPE protected NICS elect a new Branch Committee. terms and conditions onto NJC provisions. iv. NJC Pay Award 2: A formal meeting on A detailed comparison exercise was under- this issue was sought at year end to discuss taken to enable staff to consider the differ- how to take forward these negotiations. ences in the various terms and conditions. As a result of these protracted negotia- v. Calculation of Holiday Pay: A formal pro- tions, a package was eventually presented posal from the employer was awaited at to all staff. This included all staff receiving the end of December, which would reflect an equivalent pay award, reflecting the the judgement in the PSNI Tribunal case. NJC Pay Agreements from 2016, some vi. Recruitment Arrangements: Discus- staff receiving one-off payments to reflect sions were held with Belfast City Council the top of the scale ceiling, other staff in respect of proposals presented to deal being offered buy out for Civil Service with how any vacancies would be filled up allowances and further staff being offered to March 2020. Further information was a buy out in respect of the disparity in awaited to enable discussions to continue. annual leave provisions. Several meetings were held with members throughout these negotiations to ensure

Local Authorities C5 102 C5 Local Authorities e. Causeway Coast and Glens A further consultation took place on the Council’s proposals to change their i. Review of Leisure Services: Trade Emblems in the Workplace policy. Union side was furious with management because they invited Greenwich Leisure ii. City of Derry Airport: NIPSA wrote to Limited (GLL) to survey Roe Valley Leisure management to commence pay negotia- Centre in Limavady without discussing tions for 2018/19, meeting were planned this with the trade unions, assurances for early 2019 and will focus on raising were sought and commitments given that minimum levels of pay, historic low pay this will never happen again. and increase employer’s contributions to the CODA Stakeholder Pension Scheme. A draft structure was circulated at the November action group meeting which iii. Attacks on Staff: In November a Council covered the entire Leisure Management Dog Warden’s vehicle was destroyed team. outside his family home in an attack de- ii. Task and Finish: Council decided to bring scribed by the Police as arson. NIPSA con- to an end the operation of task and finish demned the attack and met with Council from the refuse collection teams. This Officers to ensure the staff member was came into focus following a fatal accident fully supported. in the Limavady area in November, al- iv. City of Derry Airport Ltd: NIPSA was though matters were still under investiga- alerted to a Council report on the future tion the employer wished to move forward of the airport following a report by BBC with the removal as they believed it was News into a leaked document. NIPSA counter-intuitive with good health and raised concerns with Council and Airport safety practice. NIPSA was fully engaged management that this matter had been in discussions on this issue. handled badly and that issues of such iii. Mileage: NIPSA was frustrated by the lack importance should be brought to our of progress on this issue and discussed immediate attention. The Council report what action may need to be taken in 2019 advised that if funding was not secured for to ensure matters were addressed. the Derry to London route then the viability of the airport would be undermined as iv. Policies: NIPSA conducted a number of early as May 2019. NIPSA received assur- consultation meetings across the legacy ances from Council that they remain fully council sites to seek the input from committed to the airport. NIPSA issued a members on a number of policies which press release highlighting concerns from were under consideration. members about the negative publicity These included: and the detrimental impact it was having on staff morale. ❚❚ Dignity and Respect at Work; g. Fermanagh and Omagh Council (FODC) ❚❚ Disciplinary Policy; and ❚❚ Flexible Hours Scheme. Accommodation Review NIPSA members who transferred from i. Omagh: The Director of Finance in FODC NICS planning service rejected the provided NIPSA with an update regard- proposals for the Flexible Hours Scheme. ing the accommodation review. It was proposed that the Economic Develop- f. Derry City and Strabane Council ment Department would move to the i. Policies: NIPSA consulted with members same building as the Building Control on council’s new Special Leave policy. It and Planning Departments. NIPSA was was ratified in November. advised that the accommodation which was vacated in The Grange had been

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reconfigured to accommodate meeting with members. The proposals included a rooms for the elected members’ political much enhanced payment for on-call, and parties. A considerable number of staff the proviso that participation in the rota were retained in The Grange in Omagh. would be on a voluntary basis. NIPSA ii. Enniskillen: NIPSA was advised that the members were consulted regarding the Registration function would be moved revised changes. from the Townhall Building in Enniskillen v. Job Evaluation: NIPSA pressed for a Job to County Buildings. It was further pro- Evaluation (JE) Policy within FODC, to posed that the Intec Building would be enable members who had taken on addi- relocated, along with the Economic De- tional duties of a higher level to request velopment Department, Police and Com- a re-evaluation of their post. Following munity Safety Partnership Department extensive discussions at the Local Nego- and PEACE IV. NIPSA emphasised the tiating Forum and Policy Working Group, need for consultation with all members FODC tabled a ‘pro-forma’ for Job Eval- regarding all changes to accommodation. uation requests, and this was issued to iii. Customer Adviser Posts: A number of the wider membership for consultation. consultation meetings took place between However, members rejected the propos- NIPSA and FODC in relation to the creation als as the Council refused to include the of new Customer Adviser posts in the new right to appeal. NIPSA awaited a formal Connect Centre. The Council proposed 2 response from FODC. Centres in Omagh and Enniskillen. NIPSA vi. Policy Working Group: Consultation raised members’ concerns regarding the between Management Side and Trade new proposed opening hours, of 8:30 to Union Side continued in relation to a 18:00 which were piloted for a six month number of policies, which were issued for period, as this meant members agreeing consultation to the wider membership. to a variation of their contracts. NIPSA NIPSA members in the Planning Service, also raised the concern that there was no who transferred in from the Northern clarity regarding potential redeployment Ireland Civil Service (NICS) exercised their opportunities for members following the right under TUPE to retain the NICS Poli- pilot. The Council subsequently issued cies which they transferred into Council an internal trawl for expressions of inter- with. NIPSA negotiated a Flexible Working est from existing staff in the Council who and Family Friendly suite of Policies with wanted to work to 18:00. FODC, which were issued for consultation iv. Environment & Property Managers and amongst the wider membership. Supervisors – On Call Rota: Members h. Lisburn and Castlereagh City Council (LCCC) were balloted for industrial action re- i. Job Evaluations: NIPSA continued to rep- garding payment for on-call, and issues resent members in outstanding job evalu- regarding the rota. All members voted in ation appeals in 2018, maintaining a high favour of industrial action, and as a direct success rate for members. result of this, the Council withdrew the on-call rota and stated that this would be ii. Lisburn Museum Review: There was reviewed in the 2018 year, if required, and no further movement regarding an Inde- would include formal consultation with pendent Review of Lisburn Museum. As- NIPSA. NIPSA requested a review of the surances were received that a copy of the ‘on-call’ payment to reflect a more realis- review report would be provided to NIPSA tic amount than that previously offered in advance of any discussions, although by FODC. Revised proposals were subse- nothing further was reported during the quently tabled with NIPSA for consultation year.

Local Authorities C5 104 C5 Local Authorities iii. Planning Staff: Further meetings were Support was provided to NIPSA for con- awaited on the proposed integration of sultation purposes, at the end of June. planning staff within the Council. The proposals identified 3 teams within iv. Calculation of Holiday Pay: No further Business Support, namely the Business details were received in respect of the Support Team, Customer Service Team, Council proposals to deal with this issue. and Facilities Service Team. It was the in- A separate discussion was planned for tention of the Council to match current early 2019 to deal with the matter. postholders within administration, recep- tion and facilities to 3 generic Job Descrip- v. NJC Pay Award Year 2: A separate tions (JDs). meeting was scheduled for early 2019 to NIPSA issued the proposals for consul- negotiate the terms of settlement for Year tation amongst the relevant members 2 of the NJC Pay Award. and subsequently met with a number of vi. Trade Union Co-ordinators Post: Dis- members who raised queries regarding cussions were held during the year on the generic Job Descriptions. the potential for a Trade Union Co-ordi- NIPSA was involved in a matching panel, nator post to be shared among the recog- at the end of September, which resulted nised unions. Discussions on this matter in the assimilation of members in each of continued. the teams, into the new posts. The exer- vii. Policies: Meetings were held through- cise resulted in an increase of at least one out 2018 on a range of proposed policy grade for most members involved. reviews including Whistleblowing, Uni- A further query was raised regarding the forms, Data Protection and On-Call. proviso that members would potentially i. Mid and East Antrim Borough Council have to change base. i. Policies: Management tabled a new The Council gave an assurance that the absence management policy which ap- only potential change of base required peared to be a knee-jerk reaction to the would be to the nearest Office, and no-one Council’s position in the ‘league table’ from Dungannon was expected to move of local authorities. The proposals were to Magherafelt or vice-versa. completely unacceptable to NIPSA and ii. Holiday Pay Calculations: NIPSA re- included draconian steps and punitive ceived worked examples in relation to measures designed to create fear and the proposals regarding the payment of intimidate staff who are absent due to holiday pay for those who worked over- illness. NIPSA held a number of meetings time on a regular basis. to ensure the worst aspect of the policy NIPSA members were paid any arrears in were withdrawn/amended. relation to Holiday Pay. ii. Marriage Leave: NIPSA raised concerns iii. Leisure Services Review: The Review of about the Council’s plan to deny Marriage Leisure Services commenced and meet- Leave to all new employees, following ings took place on a monthly basis. NIPSA’s intervention Council rescinded this decision. Discussion took place regarding swimming coaching, and a proposed draft Job j. Mid-Ulster Council (MUDC) Description for Swimming Coaches was to i. Restructuring of Business Support: be provided to Trade Union Side in June. NIPSA raised the issue of lack of progress However, MUDC decided to trawl the in relation to Business Support reorgani- Job Description for Swimming Coaches, sation, with the Director of HR. A propos- without overall agreement by Trade Union al regarding reorganisation in Business Side. NIPSA threatened to withdraw from

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the review, unless there was a commit- Service (NICS) would retain their NICS ment by Management Side to engage in Policies. NIPSA also proposed that MUDC meaningful consultation with Trade Union considered the introduction of a Term- Side. After a lengthy discussion it was Time Policy and increasing the overall decided that the process would be slowed annual leave entitlement for all those who down, to allow for more discussion with transferred in from the Legacy Councils, to Trade Union Side, and no decisions such 30 days. The Council was giving consider- as that taken in relation to the Swimming ation to both these proposals. Coaches’ Job Description would be taken k. Newry Mourne and Down District Council without the agreement of Trade Union (NMD) Side. i. Industrial Relations Dispute: As previ- NIPSA also highlighted the need to review ously reported in Section C5j(i) of the 2017 the terms and conditions of those who Annual Report, a response from the CEO had transferred in from Greenvale Leisure of the Council to correspondence sent Centre to MUDC. It was anticipated that by NIPSA HQ on behalf of the Joint Trade new Job Descriptions would be provided for consultation by the end of 2018. Union Side prior to Christmas remained outstanding. iv. Out of Hours On-Call Arrangements Disappointingly, the CEO had not for Dog Control: Following consulta- attended any LCNF meetings since April tion between NIPSA and Senior Manage- 2017 which was again queried by the ment in the Council, the proposed revised unions at the LCNF held in early May, to amount for payment for on-call was which a Director responded that the CEO agreed with members, as were the pro- had delegated this duty to the Director of posed out of hours arrangements. Corporate Services. v. Policy Working Group: Further consulta- Unfortunately, that was also the second tion took place amongst the NIPSA mem- meeting that the Director with dele- bership in the Branch regarding Griev- gated authority had not attended. JTUS ance, Disciplinary and ICT related Policies. expressed disappointment at this and Members responded in detail to the con- sought confirmation that the Director sultation, and negotiations regarding would chase up responses to two sets these policies were continuing at the of correspondence sent to the CEO on Policy Working Group. Policies also under the major concerns highlighted below consideration by the Working Group were to which Council responses were long the Travel and Subsistence Policy, Over- overdue. These concerns included: time and Conflict of Interest Policy. ❚❚ failure by HR to honour agreements; Management Side indicated that they inadequate facilities for the unions; would bring a formal proposal to Trade ❚❚ failure by Management to resolve local Union Side to obtain agreement that the IR issues; new suite of Policies would replace legacy Policies of the former Councils. ❚❚ the role of the Joint Secretaries and those representatives on full time NIPSA emphasised the need to retain release; the TUPE transferred rights of those who transferred in from Legacy Councils, and ❚❚ incomplete provision of structures for would give consideration to consultation Tier 5 level and below; about the proposal amongst the NIPSA ❚❚ failure of the Council to protect membership in the Council, once received. employment; It was proposed that those who trans- ❚❚ costs of restructuring to date; career ferred in from the Northern Ireland Civil progression;

Local Authorities C5 106 C5 Local Authorities ❚❚ inappropriate use of VER/early which continued to exacerbate already severance; high staff stress levels and critically ❚❚ changes to terms and conditions of improve morale and wellbeing. employment without negotiated The issues outlined above remained unad- agreement; dressed by HR and the Senior Manage- ❚❚ lack of upward harmonisation of ment Team of the Council by mid-2018 terms and conditions of employment; which caused the withdrawal in June of inadequate use of EQIAs; the JTUS representatives elected to undertake job matching on behalf of members ❚❚ lack of assimilation for those not and a vote of no confidence in HR being affected by restructuring; taken by the Joint Trade Union Side. The ❚❚ inappropriate use of Agency and JTUS drew these serious industrial rela- temporary contracts; tions matters to the attention of the Chief Executive of the Council as well as writing ❚ ❚ detrimental implementation of to the Chief Executive of the Local Govern- amended/new policies and procedures ment Staff Commission to complain that prior to agreement at LCNF level. the Public Service Commission’s RPA As a result of the SMT’s draconian approach protection guidelines for existing staff, to restructuring and the resultant esca- which were enshrined in the LGRJF’s statu- lating devastating impact upon members, tory recommendations and indeed within NIPSA health and safety representatives the Council’s own Protocol for filling posts called for a staff stress audit which was in the new Council structure, were being completed by March, although the report clearly unacceptably and repeatedly outcome was unacceptably withheld from breached by senior HR Council represent- the unions for several months despite TUS atives. calls for its release. A response from the CEO of the LGSC At the LCNF meeting in early May, whilst confirmed that he placed a strong HR maintained that the Senior Manage- emphasis on the need for meaningful and ment Team had not as yet had sight of regular engagement with trade unions the outcomes report as this was being and committed to engaging with the managed by the Council’s Health and CEO to ensure he met with the JTUS to Safety Committee, NIPSA was alarmed consider all IR complaints. A meeting was to learn that of 6 HSENI managing stress scheduled to take place in early August standards, 5 results achieved a red with the JTUS, the CEO and the Director factor and 1 an amber, clearly demon- of Corporate Services. A few days prior to strating the significant pressures being the anticipated meeting, the CEO wrote felt by members caused by the approach to the JTUS officials to announce the adopted to restructuring to date by the forced implementation by the Council Council’s Senior Management Team. from 1 September 2018 of a draconian NIPSA called for a joint action plan to be managing attendance policy which could agreed to address the negative impacts result in dismissal after 4 separate days’ of restructuring on the staff and implored sick absence and contained absolutely the SMT to closely monitor developments no opportunity to exercise discretion at LCNF level. This was ignored, raising which had hitherto been enshrined in tensions still further with the trade unions. both legacy Councils’ procedures. It also The Health and Safety Joint Working treated some staff on compressed hours Group devised an action plan which the shift patterns less favourably than others, JTUS viewed as weak and insufficient to increasing inequality of treatment rather effectively resolve the work related issues than improving it.

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When the JTUS reiterated its previously major issues negatively impacting upon expressed vociferous objections to the members; intended changes and this imposed attack ❚❚ growing concerns over the terms on a fundamental term and condition of of reference and objectives of the employment, which had been rejected Administrative Review and the resultant outright at several previous LCNF meet- JTUS vote of no confidence already ings, the Director of Corporate Services taken by the JTUS. advised the JTUS that neither herself nor the CEO would attend the meeting the The meeting, was an outstanding success next day due to the JTUS’ insistence that with over a quarter of the entire work- key elected workplace representatives force of 1,000 attending and making their would be in attendance. The JTUS met support for JTUS evident throughout the the following morning and agreed to hold meeting. an urgent joint trade union members’ Angry, highly stressed and disheartened meeting the following week in Newry. members unanimously called for the JTUS The JTUS Secretary prepared and circu- to immediately engage with all political lated a joint union statement to all union parties to ensure that Councillors were members of NIPSA, SIPTU, Unite and GMB fully cognisant of the issues in dispute across the Council which listed a number and the necessary action required by the of critical IR issues and called all members Council to avoid further escalation which to a meeting on the evening of 8 August could lead to industrial action. Other in Newry to ensure they could input into actions which were overwhelmingly the campaign to protect their interests carried by the attendees included: and mandate the JTUS to take further ❚ appropriate action. ❚ a joint trade union vote of no confidence in the CEO due to his lack of engagement A meeting was also conducted at very short since April 2017; notice with the Chairman of the Council ❚ on the afternoon of the all members’ ❚ unanimous support for the vote of no meeting, at which detailed examples of confidence in HR already taken by the detriment to members were discussed JTUS; and a commitment given by the Chairman ❚❚ a mandate for the JTUS to proceed with to pursue the JTUS concerns directly with a consultative ballot of all members the CEO. During the members’ meeting on potential industrial action should that evening, members were provided the Council continue to fail to engage with a detailed update of developments meaningfully to address the core issues on a number of issues including: in dispute; ❚❚ the late refusal of the CEO and Director ❚❚ unanimous members ‘commitment to of Corporate Services to meet local hold a protest at the next full Council JTUS representatives; the positive meeting scheduled for 3 September meeting with the Council Chairman in Downpatrick should meaningful that afternoon; progress not be made in the interim; ❚❚ the Council’s ongoing failure to address ❚❚ the setting up of a joint union/councillor serious concerns over HR’s approach to committee so they could no longer be restructuring and job matching; so far removed from Industrial Relations ❚❚ erosion by stealth of TUPE protected matters and an invitation to Councillors terms and conditions of employment; to attend the next LCNF to witness for themselves the deliberately obstructive ❚❚ increasing failure by the Council to and discourteous behaviour of key meaningfully engage with the JTUS on Management side representatives during negotiating meetings.

Local Authorities C5 108 C5 Local Authorities The meeting received wide interest from The JTUS joint consultative ballot over- the media which continued with the whelmingly supported a further ballot on JTUS Secretary providing regular updates both industrial action (with 77% of union to media contacts, NIPSA News arti- members voting yes) and action short of cles and updates for the NIPSA website. strike action (with 83% voting yes) should The dispute gained momentum with talks prove unsuccessful. front page coverage in the local press An initial constructive dispute resolution over several weeks. When the Council meeting, chaired by two LRA representa- refuted that there was any evidence to tives was held in late September at which substantiate the unions’ complaint that the CEO confirmed that it was suspending terms and conditions of employment its proposed imposition of a draconian had been attacked, the unions exercised Attendance Management Procedure to their right to reply by listing a swathe of facilitate further negotiations. recent changes which were detrimental to staff across the Council in various ways, A further meeting was scheduled for rejecting the Council’s position as false mid-November to allow time to agree and deliberately misleading and pointing terms of reference for a schedule of nego- out that the Council continued to fail to tiations, the ambition of which was to protect the health, safety and wellbeing agree a new set of terms and conditions of its members by lack of action on the for members by the end of the financial recommendations contained within the year. staff stress audit at a time when work The JTUS tabled draft terms of reference related stress absences had been cited as well in advance of the November meeting the cause of the highest number of work which were shared with the LRA represent- absences in the history of the two legacy atives however the LRA did not respond Councils combined since their inception. until two days before the meeting and The JTUS also wrote once again to the merely forwarded totally unacceptable CEO of the Council calling for the planned draft terms of reference drawn up by HR imposition of the draconian managing of the Council. These were robustly chal- absence procedure to be withdrawn to lenged together with an unacceptable allow for LRA conciliation and immediate additional full facility-time release draft talks to restore JTUS faith and confidence terms paper which fettered completely in Industrial Relations. the role of the local representatives and gave all control to the Council. Neither of NIPSA arranged a series of meetings with the documents were agreed and the JTUS political parties to explain in detail the met again in early December to discuss issues causing the industrial dispute and the lack of progression to date, the role these proved very beneficial in getting the of the LRA which had proven unhelpful CEO and Senior Management Team back to date and the next JTUS steps required to the collective bargaining table. to protect the best interests of members, Local media coverage continued on a which may include a formal ballot for weekly basis. NIPSA continued to prepare industrial action in the New Year should and circulate a number of JTUS all member the Council remain intransigent. updates to members and wrote in detail In mid-December, the JTUS Secretary to both the LRA conciliators and to the wrote to the LRA and the CEO of the Council setting out terms of reference Council again outlining in detail the principles for a series of negotiating meet- changes required to the draft Terms of ings, reiterating the action required by the Reference to facilitate agreement and Council to end the dispute. establishment of the Working Group and challenging the need to have a formal

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terms of reference at all for the release of NIPSA therefore refused to participate in the two trade union co-ordinators when any further job matching pending resolu- their release had been operational for well tion of the above issue. over a year already. At time of writing this iii. Directorates: Whilst good progress was report, revised Terms of Reference were achieved in the Leisure Directorate due expected from Management Side prior to to the Senior Managers sharing draft the next scheduled LCNF meeting later in structures below Tier 4 level and working December. actively with the trade unions to resolve ii. Restructuring and Job Matching: As any queries and concerns, progress in previously highlighted in Section C5j (ii) of other Directorates was being hampered the 2017 Annual Report, NIPSA continued by piecemeal provision of draft structures to pursue concerns over the failure by HR throughout the year and the proliferation to appropriately monitor and update the of new posts being created which impact- “at risk” category, HR’s failure to honour the ed upon the existing functions of more agreed vacancy controls to protect those than one Directorate. When NIPSA sought most at material risk of redundancy due a rationale for restructuring decisions, to the over creation of new posts, inap- it became clear that the Directors were propriate use of VER, detrimental changes working in silo with limited thought being to terms and conditions by stealth and the given to the detrimental wider impact escalating costs of restructuring to date. due to key decision makers not engaging Concerns arising from the SMT’s ques- with each other. This issue was highlight- tionable approach to restructuring were ed repeatedly by NIPSA and due to the in- strenuously pursued at the LCNF meeting transigence and interference of HR in ne- in early May. JTUS agreed to submit an gotiations with Departmental Managers, amendments paper to HR on the existing JTUS formally withdrew from the match- Matching Protocol due to the Council’s ing process in August which was the first refusal to consider the amended docu- action taken as part of the major Industrial ment as tabled by JTUS however when this dispute reported above. was submitted as agreed, the SMT refused iv. Future Delivery of Forest Parks and to accept it and stated that the starting Leisure Facilities: In November 2017 as point had to be the agreed Staff Protocol, previously reported in the 2017 NIPSA which was unhelpful and obstructive to Annual Report, the NIPSA Official had improving the processes and resolving written again to the Director with respon- the JTUS concerns. sibility over the review of forest parks and HR agreed to review the insistence by amenities seeking detailed responses to an Assistant Director to inappropriately the concerns previously raised and hith- exclude existing posts impacted by the erto ignored or side lined by the Council. creation of yet another new post from job matching, which was entirely contrary to Whilst the Director had noted the JTUS decisions made to date in similar situa- frustrations voiced at the final LCNF tions in other functional areas and asked meeting in 2017 and agreed to consider for written clarification of the JTUS objec- further her initial responses as well as tions. This was provided to HR by mid-May. arrange for the JTUS to meet with the Consultants engaged on the review project However, the Assistant Director signalled in early 2018, and despite reminders from his intention to proceed despite the JTUS the unions, both Council actions remained objections which caused the JTUS repre- outstanding, further fuelling the concerns sentative to express heightened concern that the Council planned to outsource that HR was not being given time to the development of the leisure amenities review and resolve the matters of concern.

Local Authorities C5 110 C6 Northern Ireland Housing Executive such as caravanning and camping across holiday pay and refusing to discuss alter- its Forest Parks. native resolutions with the unions. This issue was further pursued at the LCNF The position was rejected by the JTUS and meeting held at the start of May, to which grievances were lodged with a view to the Director claimed that all concerns legal action being taken if unresolved. had been responded to. HR stated that It was confirmed that it was likely to there had been confusion on the part be July at the earliest before payments of the Council over which NIPSA corre- would be actioned. It was also confirmed spondence the matter was pertinent to by NMD Council that members from so to clarify, NIPSA wrote again enclosing legacy Newry Council have already been the previous letter, stressing that the receiving holiday pay due to a previous outstanding concerns were clearly identi- successful collective grievance and there- fied in the correspondence. fore the position paper was only pertinent An August date for the JTUS to meet with to legacy Down staff. the Consultants engaged by the Council to Following the successful Industrial determine the method of service delivery Tribunal decision in early November, going forward had to be rescheduled due NIPSA wrote formally to the Council’s to the non-availability of key JTUS repre- Director of Corporate Services on behalf sentatives during the summer period. of JTUS outlining the key legal facts estab- The continued lack of response to the lished which must be taken into account JTUS concerns over potential privatisation to resolve the ongoing claim including the was also criticised at the joint trade union inclusion of all allowances as well as over- members’ meeting on 8 August by NIPSA, time, the calculation criteria, a suggested SIPTU, Unite and GMB. reference period for calculation purposes This issue remained a priority for NIPSA and the requirement for considerable throughout the year and was further retrospection. pursued at the special dispute resolu- It was made clear by NIPSA that the claim tion meeting in late September, at which was extended to include staff from legacy the HQ Official criticised the Director for Newry Council due to the inclusion of her lack of response to serious concerns allowances. At year end, a response from over potential privatisation, and sought a Management Side was awaited. response from the CEO for this unaccept- vi. NJC Year 2 Pay Assimilation Negoti- able failure to engage. ations: In December, NIPSA wrote on A written response was received in behalf of the JTUS seeking urgent pay ne- October from the Director which, whilst gotiations in respect of how the Council not directly responding to each concern, proposed to implement Year 2 of the NJC did provide some reassurance that mean- Pay Agreement. Information was formally ingful consultation would take place and requested as an essential pre-requisite to inviting the JTUS to attend a meeting with negotiations commencing which includ- The Council and the Consultants under- ed clarification of grading boundaries on taking the review who were also tasked the NJC pay spine and pay distribution with making recommendations for future information of staff by pay spine (SCP) delivery models. point and by gender. A response from the A date for the meeting was being arranged Council was awaited at year end. for early in the New Year. vii. Policy Development: NIPSA continued v. Holiday Pay: At the LCNF in May, JTUS throughout the year to pursue issues re- criticised the Council for tabling a position lating to the implementation by stealth paper on how it intended to implement of new policies and procedures across the

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Council which had not been agreed at LCNF level and which could erode the protection provided by TUPE and detriment the terms and conditions of members, exacerbating an already complex 6 tier terms and conditions workforce within the new Council. Examples included: ❚❚ an amended travel and expenses policy; ❚❚ an attendance management system with fewer trigger points than existed in one legacy Council before action was required; ❚❚ a Parental Leave Policy. Concerns were also raised by JTUS over inadequate facility time being granted to Policy Working Group JTUS representatives, which was also notified to the LRA representative who was facilitating the joint working group meetings. NIPSA continued to lead the JTUS of the working group until JTUS lodged notification of the Industrial dispute as reported above by August 2018. viii. Stress Audit: The JTUS stressed the importance of devising a jointly agreed action plan derived from the Stress Audit results which could have a positive impact upon increasing long-term sick absence caused by work related stress. ix. GDPR : NIPSA also queried what preparation the Council was undertaking to fully comply with the new GDPR prior to the legislation becoming law on 25 May 2018. It was confirmed that a number of actions were progressed including extensive training of staff, audits, database checks, CCTV reviews which was overseen by the Compliance section of the Council.

Local Authorities C5 112 C6 Northern Ireland Housing Executive C6.1 Social Housing Reform Programme C6.3 Stock Transfer (SHRP) Despite the absence of the government Minister, The proposals by civil servants in the Depart- throughout 2018 Officials in DfC continued with ment for Communities (DfC) in respect of their agenda of attempting to obtain residents’ the Social Housing Reform Programme were agreement for the stock transfer of their homes not adopted in the absence of a government to Housing Associations. Having been humili- Minister. However in the latter part of the 2018 it ated by the size of rejection by residents in The became clear, by their use of the media to make Grange estate in Ballyclare in the summer of a number of public statements, that Senior Offi- 2017 when residents voted by 93% to reject the cials, including the Head of the Northern Ireland transfer proposal, the Department embarked on Civil Service, were intent in driving forward this a comprehensive review of that process to “learn agenda. In response NIPSA initiated contact lessons” from that failed venture. Although the with all political parties in order to ensure that Department refused to publish their Review, NIPSA’s views on these matters continued to be NIPSA was made aware that DfC attempted heard. In addition, NIPSA sought the support in the Review to blame the union in large part of political parties in respect of a number of key for the decision of residents to vote No in the objectives including the retention of the NIHE as ballot. Whilst NIPSA was content to accept the the stand alone publicly accountable housing credit for being at least partially responsible for authority. the resounding No vote by residents, it was clear that residents, once provided with the facts, were C6.2 Re-engagement of Stewart Smyth, able to fully appreciate that they were better off Sheffield University remaining with the NIHE. The Department moved to the Ballee estate Following the very successful publications in in Ballymena in the Spring of 2018, initiating 2013 and 2017 of two documents by Stewart a charm offensive with residents and Triangle Smyth of Sheffield University, NIPSA again Housing, the preferred bidder. The consultation engaged his services to undertake a further process was twice as long as in The Grange the piece of work to assist its campaign in respect previous year and increased one to one engage- of public housing. It was agreed that the latest ments with residents were arranged. Once commissioned work would focus on providing again NIPSA, with the Assistant Trade Union Side solid arguments for NIPSA on the retention of Secretary in the NIHE Trade Union Side Office, the Housing Executive and challenge some of along with the HQ Official embarked on its own the myths created about alternative models campaign of engagement with residents. This for housing including mutual housing or other involved actively engaging with residents, the supposed not for profit models. It was antic- two Residents Associations, distributing leaf- ipated that this further publication would be lets and posters and the erection of two massive published in Spring 2019. It was expected that banners at the entrance of the estate on behalf of this work would compliment the existing publi- NIPSA and the Residents Association urging resi- cations and reinforce the argument for a publicly dents to vote No. In addition, NIPSA published accountable NIHE, tackle the “right to borrow” a comprehensive paragraph by paragraph chal- issue, highlight the ineptitude of government lenge to Triangle’s transfer proposals document, in tackling the growing homeless crisis and rein- which was delivered to every home in the area. force the argument that the historical context for the establishment of the NIHE in a divided A public meeting was held in the summer, as a last society was as relevant today as it was 45 years ditch attempt by DfC and Triangle to convince ago when the Housing Executive was estab- residents to vote in favour of transferring their lished. homes. NIPSA sought the right to speak at the event and challenged a number of key issues presented by Triangle and highlighted some of the issues contained in its detailed response.

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NIPSA also brought along a few of the residents implemented. NIPSA continued to highlight from The Grange in Ballyclare to voice their concerns about: support for residents in Ballee. It was clear in the a. lack of clarity around policing or enforcing meeting that the Department and Triangle were compliance of any new regulations by the under considerable pressure. A further attempt existing 55,000 private landlords; was made by Triangle following the meeting with residents to challenge NIPSA’s position in b. the increased vulnerability of Universal Credit further meetings with residents’ individually. claimants who would increasingly be pushed towards an unregulated and unaccountable Despite the Department’s significant efforts resi- private rental sector; dents once again rejected the proposals, with 88% voting No. This second rejection in just c. the lack of rent certainty or security of tenure 13 months was a significant victory for NIPSA and how this did nothing for those in dire and the community. Stock transfer of homes need of decent public housing; to housing associations had been a common d. the meagre change from 4 weeks to 2 months feature of government policy in Britain for over notice to quit by landlords demonstrated the a decade, with only a handful of rejections ever unwillingness of government to seriously recorded during that entire period. tackle the housing crisis in a structured and NIPSA wrote to the Permanent Secretary in DfC strategic manner; calling for the Stock Transfer Programme to be e. for many elderly people and those relying on halted immediately. Whilst not agreeing that benefits or on low income, the potential for the programme would be scrapped, the Depart- fuel and/or food poverty had been ignored ment confirmed that it would be suspended by the refusal to cap rents in the private indefinitely pending a review. NIPSA made it rental market; and clear that should it raise its head again in the near future, the union would be ready to work f. there was nothing contained in the review with residents in any location to defeat the which tackled at all the increased likelihood proposal again. of evictions and the resultant increased vulnerability of families and young people C6.4 Reclassification of becoming homeless. Housing Associations C6.6 Fundamental Review of Social There was no movement on this issue during Housing Allocations 2018 in the absence of a government Minister. However the changes proposed in the consulta- NIPSA made a detailed submission to the public tion document emphasised the continued move consultation in respect of this review, high- away from public accountability and Depart- lighting among other things, that the review did mental scrutiny of Housing Associations. NIPSA not in any way address the lack of social housing highlighted this issue in discussions with politi- nor did it address the fact that the private rental cians to reinforce the point that any changes to sector remained an unregulated, unaccountable the Northern Ireland Housing Executive along sector providing no rent certainty or security these lines would have a profound impact on of tenure with no mechanism to police 55,000 the issue of public accountability, particularly in private landlords. NIPSA’s response also high- the context of a divided society. lighted the proposed move towards viewing the private rental sector as a means to mask the growing housing crisis. In the response NIPSA C6.5 Review of Private Rental Sector also challenged the proposals which would There was no movement in respect of this fundamentally change the way to deal with review during the year in the absence of a tenants who have been intimidated, including Minister, however the issues contained in the those people, predominantly women, who review remained a worrying development if have had to leave their home due to domestic

Northern Ireland Housing Executive C6 114 C6 Northern Ireland Housing Executive violence. In the absence of a government Minister throughout 2018, this review was not C6.8 HR Policies taken forward. However, NIPSA remained vigi- NIPSA engaged throughout 2018 with HR in the lant in case there was any move by the Depart- NIHE on a number of proposed policy reviews. ment to move on these proposals. A new proposed Performance Management System was not implemented during the year C6.7 Housing Benefit as agreement could not be reached with NIPSA on the various elements of the proposed new NIPSA continued to engage constructively with policy. A much revised Disciplinary Policy was Senior Management in the NIHE on the protec- under consideration at year end. A redraft of tions required for staff working in Housing the Harassment Policy (Dignity at Work) was still Benefit. There were positive developments awaited. during the year. From a position a few years ago whereby hundreds of Housing Benefit staff were due to be made redundant or rely on a C6.9 Job Evaluation Scheme half promise of transferring to the Northern Progress on this issue remained extremely Ireland Civil Service, which was itself contracting slow during 2018. Although at face value the in terms of overall headcount, a number of Housing Executive indicated that it was posi- changes were discussed with Trade Union Side. tive about introducing a job evaluation scheme, NIPSA had previously raised concerns with the there was little movement, with a significant Finance Minister, the DfC Assembly Committee stumbling block centering around agreeing an and political parties about the waste of public appeal mechanism for staff who are dissatisfied money associated with transferring the Housing with an outcome of a job evaluation, as well as Benefit functions to Land and Property Services a transparent method of seeking a review of an (LPS) following the introduction of Universal existing post. Credit. Trade Union Side also threatened to go directly to the Public Accounts Committee C6.10 Membership and Recruitment on the matter. Following engagement with the NIHE and the DfC it became clear that an Following the range of Structural Reviews alternative approach was under consideration, which took place in the last few years across which included looking at what functions could the Northern Ireland Housing Executive, the continue to be undertaken by Housing Execu- Central Panel agreed to undertake a review of tive staff and what new work could be carried all Branches to ensure they properly reflected out by experienced staff there. membership in each area. This work was further complicated by the decision to relocate the As a result of the ongoing discussions it was Belfast Offices into two sites over the summer agreed that a series of trawls would be issued months. The Central Panel agreed to carry out which provided promotion opportunities for further work with individual Branches to ensure many staff. Some staff were also able to express that the final proposals deal with all changes an interest in voluntary severance. Work also introduced. continued with DfC and LPS on the potential for the work to be diverted to Housing Benefit. By year end it was confirmed that by the end of the C6.11 Local Office Opening Times Universal Credit migration process, no further This became a major issue for some Branches interventions would be required. In addition, during 2018 when Management forced through should the Assembly be re-established it was changes to opening hours in a number of also agreed that the legislation could be consid- Local Offices without proper consultation with ered again, which stipulated how Housing local Trade Union Side or the Trade Union Side Benefit should be assessed. Office. Following meetings with the Director of Housing, it was agreed to establish a proper forum for consultation including a review of the changes already introduced.

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C6.12 Calculation of Holiday Pay A number of meetings were held during the year in an attempt to reach agreement with the NIHE on how to calculate holiday pay, including a back dating arrangement. A further meeting was held with the employer in December 2018 following the outcome of the PSNI Tribunal Case, at which NIPSA made clear that if a suitable realistic proposal was not presented for discussion at a meeting arranged for January 2019, then individual grievances and Tribunal Complaints would be lodged. C6.13 NJC Pay Award – Year II A number of meetings were held with Manage- ment on the application of the two year pay award for 2019/20 with a further meeting arranged for early 2019 to negotiate an acceptable assimilation outcome for members. C6.14 Review of Pay Scales and Incremental Progression Alongside discussions in respect of the NJC Pay Award, NIPSA also engaged with the NIHE to tackle a number of longstanding disparities within the pay scales. These included length of pay scales, overlapping between grades, pay on promotion/appointment and other disparities between technical grades and other staff. C6.15 Review of Industrial Relations Following concerns raised by NIPSA in relation to how Industrial Relations had developed in recent years, a joint Review of the Industrial Relations arrangements were undertaken in 2018. This resulted in the introduction of a new agreed framework, which included the requirement for each Directorate to have meaningful consultation and engagement with NIPSA and UNITE throughout the year.

Northern Ireland Housing Executive C6 116 C7 Other Bodies C7.1 Council for Homeless, C7.4 Council for the Curriculum Northern Ireland (CHNI) Examinations and Assessment (CCEA) Financial Position: The organisation core Policies: Work was on-going throughout the funding from Northern Ireland Housing Execu- year in reviewing a number of policies. tive is potentially at risk of not being awarded for Job Evaluation: A number of female NIPSA 2019/2020 which would place core staff at risk members sought redress on the evaluation of of a redundancy situation. NIPSA is supporting their posts due to equality issues. As there was members in this matter. no mechanism to evaluate roles other than a process based on HRs opinion. C7.2 Controlled Schools’ Support Council NIPSA had to take the step of lodging grievances. (CSSC) As a result Management agreed to use the GLPC NIPSA continued to deal with the issue of all scheme to evaluate posts however they did not staffs’ terms and conditions. Staffs’ terms and agree to a complete evaluation exercise for the conditions were to be NJC in line with their whole organisation. NIPSA informed Manage- sector comparator organisations like Council for ment that this was unacceptable as members Catholic Maintained Schools (CCMS), Northern posts had not been evaluated in over 15 years Ireland Council for Integrated Education (NICIE), and quite a significant amount of changes had General Teaching Council for Northern Ireland occurred in that time. NIPSA lodged a number (GTCNI) Comhairle na Gaelscolaíochta (CnaG) of grievances regarding equal pay. and the Education Authority (EA). NIPSA had 14 members in the organisation equating to 88% C7.5 EXTERN union density. The terms and conditions of staff were to be NJC in line with the other organisa- Branch Committee: The inaugural Annual tions; however an Industrial Tribunal claim had General Meeting for EXTERN as a standalone to be lodged to resolve the issue. Negotiations Branch took place in mid-January. A number of resulted and all staff being put onto the NJC pay Branch Officer roles were appointed to i.e. Branch scales and NJC Terms and Conditions. NIPSA Secretary, Branch Chairperson and Equality wrote to the Board seeking formal recognition. Officer and the Branch Committee continued to seek to co-opt local reps into the remaining C7.3 Council for Catholic Maintained vacant Branch Officer roles. Schools (CCMS) Pay Award 2018/2019: NIPSA submitted a pay award request for 2018/2019 to EXTERN for 2.9% NIPSA continued throughout the year to meet consolidated payment. Management took some with CCMS Management in relation to the considerable time to respond and stated that Organisational Review that emanated out of the based on financial constraints they proposed KPMG Report dated July 2015 that was commis- a counter pay award offer of 0.8% non-consol- sioned by the Department of Education (DE). idated one off lump sum payment. (This offer The Voluntary Exit Scheme (VES) was offered to initially incorporated a one off additional annual in line with other Public Sector schemes enabled leave day i.e. Christmas Eve but this was separated CCMS to see what staff were available who could from the pay award proposal as recognition of be deployed to the new structure. The new struc- EXTERN’s 40th Birthday). NIPSA consulted with ture was implemented with new Job Descriptions members in relation to the offer and members rejected the offer. NIPSA subsequently met with and work commenced on populating the new management and were provided with further staffing structure. During the year the closure details/information in relation to the organisa- of the Diocesan office in Omagh took place with tions financial position and a consultation ballot staff were redeployed to their headquarters in was underway at year end. Lisburn, and others being allowed the flexibility for working from home was introduced. NIPSA Redundancies: EXTERN instigated a redun- sought clarity on this policy and its application. dancy process in a number of areas: Annual Report 2018 117

a. Reach Out Project: The Reach Out project ❚❚ Attendance; was funded by the Department of Communi- ❚❚ Staff Welfare; ties. The funding streams was scheduled to end on 31 March and without clarity on the ❚❚ Flexible Working; budget position at Stormont and no commit- ❚❚ Work Life Balance; ment of further funding the staff were issued ❚ with 30 days redundancy notice. There were ❚ Anti-Fraud & Bribery; a number of staff members affected and ❚❚ Whistleblowing; NIPSA supported members in the redun- ❚❚ Eye Test. dancy process. Funding was secured in late March and all staff members affected were A new Registrar, commenced employment in retained in employment for a further 12 August and now will form part of the Manage- months. ment negotiation team. b. Ormeau Centre: EXTERN undertook a review of a number of roles and working patterns C7.7 Northern Ireland Fire and Rescue within the Centre and a number of staff Service (NIFRS) members’ posts were affected. These staff a. Departmental Reviews: As reported previ- were issued with 30 days redundancy notice ously in Section C7.12(a) of the 2017 NIPSA and NIPSA supported members in the redun- Annual Report, NIFRS were undertaking a dancy process. The organisation was able to service wide restructuring programme by avoid compulsory redundancies. department which continued throughout c. Hub: EXTERN instigated a redundancy the year. process in relation to The ‘Hub’ in July. NIPSA NIPSA was intensively engaged with Manage- supported members in the process and ment Side from Director level covering compulsory redundancies were avoided. reviews in the areas of Finance, Procurement, TUPE: Extern were not awarded the Strength Training and Development and ICT. to Strength contract in Ballymena, this contract The reviews resulted in the creation of has been awarded to Barnardo’s. There were a new posts and a job matching exercise number of temporary extensions to the contract was conducted in each area which was the and the contract transferred to Barnardo’s with subject of detailed discussions with TUS. effect from 1 January 2019. NIPSA supported NIPSA also supported a significant number members in the TUPE process. of members with changes to their existing job descriptions and job evaluations of the C7.6 General Teaching Council For new posts being used for job matching. Northern Ireland (GTCNI) These reviews were being conducted In May NIPSA and Management of the General against the backdrop of an organisational Teaching Council signed the Recognition and change policy which NIPSA had previously Facilities Agreement. The GTCNI also commis- submitted a scathing response to, largely due sioned a review on policies. These policies to dubious job evaluation techniques being included: employed. A revised draft Organisational Review Policy was tabled by HR in February ❚❚ Family Friendly Including Parental Leave; which was reviewed and responded to by ❚❚ Dignity At Work; NIPSA in March. ❚❚ Disciplinary Procedure; Disappointingly, only a few of the previous ❚❚ Retirement; TUS suggested amendments had been made. At the April JNCC, NIPSA criticised the NIFRS ❚ ❚ Grievance Procedure; for not fully considering its consultation ❚❚ Career Break; response and it was agreed that the Head of

Other Bodies C7 118 C7 Other Bodies HR would meet with the HQ Official and the As reported previously in Section C7.12(d) of Branch Chairperson to jointly review the TUS last year’s Annual Report, NIPSA continued to comments and agree a way forward. This raise grave concerns at JNCC level over the meeting occurred towards the end of April increasing cost of partial transfer of ICT to and culminated in a revised Policy which BSO, which had considerably surpassed the incorporated the majority of NIPSA’s points NIFRS budget expectations to date, together being sent through by NIFRS for considera- with highlighting the difficulties already tion in early May. being experienced by the NIFRS in ongoing Negotiations on the overarching Organi- provision of support from BSO. sational Change Policy concluded with HR The Director of Corporate Services assured agreeing to a number of TUS amendments TUS that these issues would be investi- to the Policy which improved transparency gated further and raised with BSO to ensure and fairness of the process, built in more improved service continuity. Growing robust consultation and challenge oppor- concerns that the agreement reached prior tunities and gave NIPSA a more meaningful to transfer that the job descriptions for those role in the review process, including job members in ICT who remained within NIFRS matching. TUS also wished to jointly review would be updated to take into account the NIFRS Job Evaluation Policy based upon transferred out functions and re-evaluated those processes agreed across Councils to if significant changes were required was not maximise job protection and transparent, being honoured were raised in writing and fair processes to ensure equity of treatment pursued at each JNCC held throughout the for all staff affected by organisational review. year. The Director and HR representative At the JNCC held in late November, it was met separately with the members and NIPSA agreed that the HQ Official and Branch Chair- representatives to establish what amend- person would meet in January to conclude ments were required and how this would be these negotiations. managed. NIPSA sought retrospection of any upward b. Other Departmental Reviews: These regrading to the transfer date of 1 April 201. were ongoing throughout 2018 with NIPSA At year end, these discussions were ongoing. involvement included: d. Transfer of Procurement to BSO: The orig- ❚❚ Stores; inal Management Side plan arising from a ❚❚ Communications Technicians; review of the Procurement Team was that ❚❚ Central Management Team; up to two FTE staff would transfer to BSO at the end of March with the remainder of ❚❚ Area and District and Operations the Department transferring in the medium Directorate. term. It was confirmed at the April JNCC that 4 staff However NIPSA successfully challenged the would be leaving NIFRS on voluntary redun- direction of travel of the NIFRS and posed dancy terms at the end of June, which was a number of questions and concerns to regrettable. Management which contributed to the deci- c. Transfer of ICT Infrastructure to BSO: sion not to proceed with the first Phase of NIPSA supported one to one and group transfer as planned. Issues raised included: consultations with all affected members ❚❚ the cost of the transfer and associated who remained within the NIFRS structure to service level agreement; ensure each member’s updated job description and grading issues could be fully consid- ❚❚ the impact on the internal Procurement ered and resolved on an individual as well as service; collective basis. ❚❚ the loss of expertise by the potential transfer of specialist posts;

Annual Report 2018 119

❚❚ the improvements already made by the TUS with a view to reaching agreement, as Procurement Team since the review report stipulated within Year 2 of the NJC Pay Agree- was written and lessons learnt from the ment. process of transfer of the ICT infrastructure This was followed up by correspondence team. from the HQ Official to the HR Manager in NIPSA also tabled the potential secondment early December, which sought urgent pay of staff rather than TUPE style transfer for a negotiations and formally requesting the determined period until NIFRS managed provision of pay distribution information of the COPE risk which appeared to be the staff by pay spine (SCP) point and by gender overarching rationale for transfer to BSO. It and clarification of grading boundaries on was agreed that the current COPE with BSO the NJC pay spine as an essential pre-req- would be extended for up to a year to allow uisite to negotiations commencing in early for further consideration of the issues raised. 2019. At year end, a response from HR was NIPSA maintained its position that the awaited to include proposed dates to meet Procurement Function should remain to discuss further. in-house. It was accepted by HR that the orig- g. Holiday Pay: NIPSA wrote to NIFRS in early inal report was flawed in part and agreed that March to pursue holiday pay on behalf of inaccuracies highlighted by NIPSA would not members whose regular remuneration was be used to inform any review outcomes. enhanced in any way, including overtime Early in 2018, the Director of Corporate payments. A holding response acknowl- Services confirmed that following detailed edging the matter required consideration job analysis and matching, only 1 post may was received in April and NIPSA pursued the transfer to BSO, although the timescale for matter further at each JNCC held throughout that transfer was uncertain. However, at the year. HR agreed to share its position the JNCC in April, the Director of Corporate upon receipt of legal advice. Services confirmed that whilst the intention Following the outcome of the test case to transfer procurement risk remained, there taken against the PSNI on behalf of civilian would be no transfer of staff, which was workers, NIPSA vigorously pursued issues at warmly welcomed by NIPSA. the late November JNCC meeting, and subse- e. Operational Support Review: At the JNCC quently in early December wrote formally held in December 2017, Management to the Council again outlining the key legal confirmed that the intended move of the facts established which must be taken into NIFRS Training Centre to Desertcreat in Co. account in any draft settlement proposal, Tyrone was scheduled to commence in May including the inclusion of all allowances as 2018 with job matching and assimilation well as overtime, the calculation criteria, a meetings taking place from January onwards, suggested reference period for calculation although NIPSA members were unlikely to purposes and the requirement for consid- be affected by the initial phase of relocation. erable retrospection. At year end, this was under NIFRS consideration. It was anticipated that relocation would be completed by 2020. NIPSA requested a seat h. Policy Development: As a result of consistent on the Review User Group which was agreed pressure from NIPSA, HR tabled an organic at the JNCC. The newly elected Branch Chair- Policy Development Timetable in February person agreed to sit on the Review User which was agreed with NIPSA and ensured Group as a NIPSA representative. that policy development could be undertaken in a managed fashion throughout the f. NJC Year 2 Pay Assimilation Negotiations: remainder of the year. At the JNCC AGM held in late November, NIPSA raised the requirement for NIFRS to A number of new and revised draft Policies enter into pay assimilation negotiations with were reviewed and responded to by TUS throughout the year, these included:

Other Bodies C7 120 C7 Other Bodies ❚❚ Acting up and Honorarium; The applicable sections of the NJC Green Book appeared to be open to interpretation. ❚❚ Recruitment and Selection; However, NIPSA convinced the Director of ❚❚ Disciplinary; Corporate Services that the pay enhance- ❚❚ Employee Engagement Strategy and ment was a separate issue from overtime Stress Policy. worked on a week day by a part time worker, for which only plain time would apply until Regular working group meetings were held full time equivalent hours had been worked. with the Head of HR throughout the year to progress the points raised in each TUS At year end, NIPSA awaited the final decision submission which resulted in more favour- of NIFRS who had committed to reviewing able policies and procedures being imple- their policies on this matter to ensure that mented across NIFRS to the benefit of all staff. part time employees would be treated equi- tably and fairly. i. Use of CAPITA Contracts: NIPSA Offi- cial wrote to the NIFRS in February seeking confirmation that the organisation did not C7.8 NILGOSC hold any contracts with CAPITA. a. Branch Organisation: In the absence of any Concerns were heightened following the NIPSA representatives in NILGOSC following announcement that CAPITA was undergoing the retirement of the single representative in a fundamental restructuring due to profit early 2018, the HQ Official liaised with HR to warnings and the recent collapse of Carillion. arrange a Branch meeting on site to address TUS sought a response from the NIFRS at the members. April JNCC which the Head of HR committed In early April, a Branch meeting was held to provide. in NILGOSC premises which was attended Correspondence was received by NIPSA in and led by the HQ official and a member of July which confirmed that whilst NIFRS held the Recruitment and organisation unit, the a service contract with CAPITA, contingency key objectives included to improve Branch plans had been agreed to ensure continuity organisation and prepare members for an of service should CAPITA collapse. AGM to elect a Branch Committee, to update members on key issues affecting NIPSA NIPSA reinforced its strong opposition to currently and to invite non-members to hear outsourcing and maintained its position that about the objects of NIPSA and why they all services must be returned to in house should become an active part of the union. provision immediately. The session was warmly welcomed by j. Premia Payments for Part-Time Workers: members, non-members and the HR In November, NIPSA became aware of an manager who facilitated the meeting. As a issue over how the NIFRS was treating part- direct result, new members were recruited time employees less favourably than full time and three new acting representatives were employees whilst working on Saturdays and/ elected by the Branch at the meeting, or Sundays. pending the AGM to be held later in the year. NIPSA raised this as a collective concern at the The acting Branch representatives JNCC AGM in November, explaining that by continued to grow in confidence with the refusing to pay part time workers enhanced ongoing support of NIPSA. The Branch AGM hourly weekend rates which were appli- was held in late September and resulted in cable to their fellow full time employees, the five Branch representatives being formally organisation was leaving itself vulnerable to elected onto the new Branch Committee. discrimination claims on the ground of less These new Committee members quickly favourable treatment of part time workers. enrolled on the NIPSA Training Programme and continued to be actively supported by NIPSA HQ at year end.

Annual Report 2018 121

b. Policy Development: As previously reported The organisation committed to monitoring in Section C7.13 of the 2017 NIPSA Annual the frequency of overtime payments and Report, HR had tabled two revised draft poli- evolving case law and reviewing its decision cies with a closing date for written submis- accordingly. sions of early December 2017. Following the outcome of the recent test The draft revised Disciplinary and Capability case taken against the PSNI on behalf of Policies and associated Procedures were civilian workers, NIPSA again formally wrote reviewed in detail and by early December to NILGOSC in early December outlining the 2017, correspondence was sent to NILGOSC key legal facts established which must be from the NIPSA Official clearly stipulating that taken into account in any draft settlement the trade union could and would not agree proposal, including the inclusion of all allow- either of the suggested drafts due to the ances as well as overtime, the calculation ease with which the policies would permit criteria, a suggested reference period for NILGOSC to summarily dismiss employees calculation purposes and the requirement for and, despite the HR claim that the policies considerable retrospection. At year end, this were based upon LRA codes of practice, was under NILGOSC consideration. NIPSA believed that the bear legal minimum e. Private Sector Contracts: Following corre- of entitlements was being offered. spondence from NIPSA in early February A plethora of changes and comments were enquiring as to whether NILGSOC held any forwarded to NILGOSC, the majority of which service contracts with Capita, the Manage- were accepted by HR and revised draft poli- ment response received by return that no cies were under consideration at year end. such contracts were in place or planned was c. NJC Year 2 Pay Assimilation Negotiations: broadly welcomed by NIPSA. In December, NIPSA wrote to the HR Manager f. GDPR: Negotiations continued throughout seeking urgent pay negotiations in respect the year on the NIPSA tabled GDPR agree- of how the Council proposed to implement ment which had been sent to NILGOSC in Year 2 of the NJC Pay Agreement. Informa- March. The Employer’s position was that tion was formally requested as an essential both parties held the position of joint data pre-requisite to negotiations commencing controller/processor and legal advice was which included the clarification of grading being obtained to ensure that any agree- boundaries on the NJC pay spine and pay ment provided NIPSA with full compliance distribution information of staff by pay spine of the new data protection legislation, which (SCP) point and by gender. A response from was awaited at year end. NILGOSC was awaited at year end. d. Holiday Pay: NIPSA wrote to NILGOSC in early March to pursue holiday pay on behalf of all members whose regular remuneration was enhanced in any way, including overtime payments. A written response was received in early May stating that overtime was not guaranteed, compulsory or paid to any member of staff more than on a one or two month basis and that this could not therefore constitute a regular feature of pay and was therefore not being taken into account for the purposes of calculating holiday pay.

Other Bodies C7

Branch Organisation at 31st December 2018 124 Civil Service Group

Employing Members CS Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

1 DOF CPD Brendan Fegan 152 2 2

2 DOF CS Pensions & Recruitment Martin Bradley 69 1 1

3 DOF Enterprise Shared Services Brian White 90 2 2

4 DOF Legal Admin Vacant 61 1 1

5 DOF Legal Service Joanne Devine 65 1 1

6 DOF LPS Land Registration Colleen Bonner 74 1 1

7 DOF LPS Ordnance Survey Enda McAtamney 179 2 2

8 DOF LPS Rating Kate McKeating 318 3 3

9 DOF LPS Valuation Kathryn Johnston 141 2 2

10 DOF NICS HR Amanda Allaway 173 2 2

11 DOF NISRA Vacant 145 2 2

12 DOF Properties Division John Monaghan 108 2 2

13 DOF Province wide Noel Gunn 208 3 3

14 TEO Stormont Philip Devine 103 2 2

15 DOF Province wide Edith Toppon 143 2 2

22 DE Inspectorate Rathgael Jill Garland 38 1 1

23 DE Rathgael House Mitch Morgan 139 2 2

24 DE Waterside House, Derry Marie Stewart 88 2 2

26 DOH Policy Tony Starrs 202 3 3

31 DFE Adelaide House Damien McErlean 225 3 3

32 DFE Careers Service Dominic McGranahan 129 2 2

33 DFE Insolvency/OITFET Fiona Carr 103 2 2

34 DFE Netherleigh Elizabeth Cameron 91 2 2

35 DFE Trading Standards Kevin McNamara 34 1 1

45 DOJ Core Sean Brown 215 3 3

46 DOJ Legal Services Agency Alan Henry 98 2 2

47 DOJ NICTS Lorna Glass 428 4 4

48 DOJ NIPS Stephen Hayes 165 2 2

49 DOJ YJA Rowan Webb 113 2 2

50 NIPB Policing Board Vacant 21 1 1

Annual Report 2018 125

Employing Members CS Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

51 PBNI Probation Board Wendy Thompson 203 3 3

52 PONI Police Ombudsman Andrew Crowe 68 1 1

53 PPSNI Public Prosecution Service James Murphy 209 3 3

70 DFI Clarence Court Michael Dobbin 212 3 3

71 DFI Driver Vehicle Agency Brian Truesdale 601 6 6

72 DFI Planning Vacant 42 1 1

73 DFI Rivers Agency Lauren Henry 96 2 2

74 DFI TNI Ballymena Richard Ayton 63 1 1

75 DFI TNI Belfast Conor Boyd 125 2 2

76 DFI TNI Coleraine James Morrison 51 1 1

77 DFI TNI Craigavon Val Russell 85 2 2

78 DFI TNI Downpatrick Catherine Gorman 79 1 1

79 DFI TNI HQ Marlene Hazelhurst 67 1 1

80 DFI TNI Omagh Peadar Graham 184 2 2

91 DAERA Central Belfast Michael McAnallen 134 2 2

92 DAERA Dundonald House Jan Davidson 211 3 3

93 DAERA Forest Service Brendan Mulholland 55 1 1

94 DAERA Inspectorate Gerard Higgins 502 5 5

96 DAERA Province wide John Doherty 511 5 5

97 DAERA Veterinary Officers Giovanni Borla 102 2 2

110 DFC Andersonstown Ricardo McGreevy 135 2 2

111 DFC Antrim & Magherafelt Francis Doole 135 2 2

112 DFC Appeals Service Tommy Kelly 66 1 1

113 DFC Armagh, Banbridge, Lurgan & Portadown Sean Conway 162 2 2

114 DFC Ballymena, Carrickfergus & Larne Soibhan Boyd 126 2 2

115 DFC Ballymoney, Coleraine & Limavady William Brooks 145 2 2 Ballynahinch, Bangor, Downpatrick, Kilkeel & 116 DFC Amanda Burns 77 1 1 Newcastle 117 DFC Belfast Benefit Centre Mark Gibson 353 3 3

118 DFC Castle Court Disability Benefits Martie McKee 650 6 6

119 DFC Child Maintenance Service Brendan O'Reilly 593 5 5

Branches 126 Civil Service Group

Employing Members CS Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

120 DFC Communications Jim Smith 40 1 1

121 DFC Community Cohesion Mairead Rooney 119 2 2

122 DFC Cookstown Vacant 25 1 1

123 DFC CRS Pensions Martin Rouse 65 1 1

124 DFC Design Centre Eamon Doherty 221 3 3

125 DFC Dungannon Nicola Beggs 79 1 1

126 DFC Enniskillen & Omagh Patricia Toal/James Carey 135 2 2

127 DFC ESA James House Liz Skelcher 287 3 3 Falls Road, Newtownabbey, North Belfast, 128 DFC Gerard McLaughlin 194 2 2 Royal Avenue & Shankill 129 DFC Foyle Ann Coyle 165 2 2

130 DFC Holywood Road Clare Skelcher 121 2 2

131 DFC Improving Benefits Uptake Unit Michael Gribben 48 1 1 Knockbreda, Newtownards & Shaftesbury 132 DFC Carl Gilmore 86 2 2 Square 133 DFC Legislation Sean Garland 31 1 1

134 DFC Lesley Exchange Jenna Stanley 172 2 2

135 DFC Lisahally Martin Neeson 127 2 2

136 DFC Lisburn Alex Millar 75 1 1

137 DFC Lisnagelvin & Strabane Simon Foley 102 2 2

138 DFC Local Ops Direct Andrew Boal 31 1 1

139 DFC Newry Dianne Waddel 130 2 2

140 DFC Pension Centre, Carlisle House Denise Conway 173 2 2

141 DFC Public Record Office Richard Leckey 55 1 1

142 DFC Regeneration Jason McAnulty 173 2 2

143 DFC Strategic Policy & Resources Branch Brendan Callan 103 2 2

144 DFC Training Sean Robinson 19 1 1

145 DFC Universal Credit Tony McLeish 75 1 1

146 DFC Engaged Communities Vacant 70 1 1 ACNI/NIS/ 170 Arts Council, NI Screen, Armagh Planetarium Beverley Coomber 45 1 1 PLTUM 171 AFBI AFBI & Departmental CS Scientific Officers James McKervey 538 5 5

Annual Report 2018 127

Employing Members CS Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

AMK/ EUREST/ 172 G4S/MCG/ Cleaning & Catering Contractors Vacant 267 3 3 NOONAN/ SERCO Charity Commission, Commissioner for Older CC/COPNI/ People, Commission for Victims & Survivors, CVSNI/EC/ 173 Equality Commission, General Consumer Pamela Keenan/Graham Smith 140 2 2 GCCNI/ Council, Commission for Children & Young NICCY/VSS People, Victims & Survivors Service 174 CITB Construction Industry Training Board Joyce Savage 12 1 1 EONI/NIAUR/ Electoral Office, Utility Regulator, Human John Quinn/Martin Fox/Barbara 175 NIHRC/ Rights Commission, Public Service Smith/Karen Gault/Paula 90 2 2 NIPSO Ombudsman Cunningham 176 HSE Health & Safety Executive Gareth McCrory 69 1 1

177 INI Invest NI Stephen McCann 231 3 3

178 IR Inland Revenue Vacant 2 1 1 ITI/LA/ Andrew King/Shane Browne/ 179 SEUPB/TIL/ Cross Border Bodies 92 2 2 Gillian Simpson USA/WI 180 LRA Labour Relations Agency Fionnuala Davy 56 1 1

181 NIAS NI Assembly Harry Clarke 183 2 2

182 NIWL NI Water Tracey Mitchell 382 3 3

183 NMNI Ulster Folk & Transport Museum Alison Noble 99 2 2

184 NMNI Ulster Museum Vacant 103 2 2

185 NSL NSL Alwyn Owen 184 2 2

186 PSNI Belfast City Joyce McCready 453 4 4

187 PSNI Districts B,C,D,E Nicola Curry 118 2 2 Barbara Speer/Scott Warren/ 188 PSNI Districts F,G,H 123 2 2 Kimberley Hill 189 PSNI Districts J,K,L Lorraine Palmer 122 2 2

190 PSNI ICS Vacant 92 2 2

191 PSNI Scientific Support Michael Hannigan 108 2 2

200 SPNI Sport NI Vacant 57 1 1

201 TAO The Audit Office Colette Connolly 67 1 1

202 TNI Tourism NI Patrick Townsend 63 1 1

203 UDF United Dairy Farmers Vacant 24 1 1

Branches 128 Public Officers' Group

Employing Members PO Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

501 NIHE Belfast Region Sean McMahon 367 3 3 503 NIHE Belfast HQ Richard Begley 418 4 4 506 NIHE Carrickfergus, Larne, Newtownabbey Ian Craig 33 1 1 508 NIHE Armagh, Craigavon, Lurgan, Portadown Simon Richards 130 2 2 509 NIHE Derry, Strabane Paul Devine 183 2 2 Antrim, Ballycastle, Ballymena, 510 NIHE Alice McAteer 130 2 2 Ballymoney 511 NIHE Banbridge, Kilkeel, Newry Sharon Moore 45 1 1 512 NIHE Cookstown, Dungannon, Omagh Gary Hemphill 92 2 2 Bangor, Castlereagh, Downpatrick, 513 NIHE Vacant 178 2 2 Lisburn, Newtownards 514 NIHE Enniskillen William Loane 23 1 1 515 NIHE Coleraine, Limavady, Magherafelt Eamonn McLaughlin 48 1 1 516 Education Authority Belfast Region Jane Scott 1121 11 11 517 Education Authority South Eastern Region Frances O'Neill 1742 17 17 519 Education Authority North Eastern Region Eamonn Lavery 969 9 9 521 Education Authority Southern Region Helena McSherry 2109 21 21 522 Education Authority Western (Derry Area) Region Michael Cunningham 351 3 3 523 Education Authority Western (Omagh Area) Region Vacant 697 6 6 524 Queen’s University Belfast Angela McMenamy 305 3 3 526 City Council Belfast Alanagh Rea 629 6 6 527 Borough Council Armagh, Banbridge and Craigavon David Mayers 527 5 5 528 Borough Council Mid and East Antrim Nigel Devine 252 3 3 529 Borough Council Antrim and Newtownabbey Colin Fleming 231 3 3 Charles Andrew/Lorraine 530 Borough Council Ards and North Down Ringland/Joy Lyness/Philip 244 3 3 Bailie 531 District Council Newry, Mourne and Down Teresa McAvoy 391 3 3 532 District Council Derry City and Strabane Kay McIvor 377 3 3 533 District Council Fermanagh and Omagh Sarah Boyle 235 3 3 534 City Council Lisburn and Castlereagh Jullie Casson/Brenda Brewster 298 3 3 535 Borough Council Causeway Coast and Glens Sharon McQuillan 209 3 3 536 GLL Greenwich Leisure Ltd Vacant 104 2 2 540 District Council Mid-Ulster Phelim Marrion/Aaron Hoey 260 3 3 545 NILGOS/LGSC Belfast Julian Coffey 35 1 1 546 NICCEA Belfast Julie McGovern Peolpes 158 2 2

Annual Report 2018 129

Employing Members PO Group NIPSA Branch Branch Location Branch Secretary Authority & Votes Delegates Delegates

NI Fire and Rescue 547 Province wide Catherine Bloomfield 102 2 2 Service Voluntary Housing 548 Province wide Vacant 142 2 2 Associations Fold Housing 549 Province wide Caroline Lavery 282 3 3 Association 551 FE Colleges Belfast Metropolitan College Vacant 147 2 2 552 FE Colleges South Eastern Regional College Vacant 115 2 2 553 FE Colleges Northern Regional College Vacant 76 1 1 554 FE Colleges Southern Regional College Karen Cosgrove 133 2 2 555 FE Colleges South West College Vacant 65 1 1 556 FE Colleges North West Regional College Alan Mitchell 70 1 1 560 Libraries NI Province wide John McKeegan 439 4 4 Business Services 701 Province wide Cathy Tregaskis/Patricia Quinn 734 7 7 Organisation Business Services 703 IT Brian Crawford 102 2 2 Organisation NI Ambulance 704 Province wide Vacant 19 1 1 Service 725 Voluntary Sector Province wide Adam Murray 385 3 3 726 Extern Province wide Sean Conlon 115 2 2 727 Disability Action Province wide Anthony Carmichael 69 1 1 728 Credit Unions Province wide Vacant 7 1 1 730 HSC Trust Belfast Damien Magurie 2429 24 24 731 HSC Trust Northern Lucille O'Hagan/Majella Murphy 1902 19 19 732 HSC Trust South-Eastern Geraldine Mullan 1048 10 10 Gerardette McVeigh/Janelle 733 HSC Trust Southern 1876 18 18 McAteer/Brian Smyth 734 HSC Trust Western Janice Walsh/John Harvord 1403 14 14 735 Charities Province wide Vacant 74 2 2

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