Annual Report 2019

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Annual Report 2019 Annual Report 2019 Annual Report Contents Foreword Officers and Secretariat at 31st December 2019 �� 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 and Works Service ��16

A2 Bill of Rights ��2 B1.2 Equal Opportunities ��16

A3 Equality Committee ��2 B1.3 2018/19 NICS Pay ��17

A4 Global Solidarity Committee ��5 B1.4 2019/20 NICS Pay ��18

A5 Health and Safety Committee ��6 B1.5 Equal Pay ��18

A6 Irish Congress of Trade Unions (ICTU) ��7 B1.6 Holiday Pay ��19

A7 Lesbian, Gay, Bisexual and B1.7 All Hours Worked Allowance ��19

Transgender (LGB&T) Group ��7 B1.8 Employee Contribution Rates ��19 A8 Pensions ��9 B1.9 Northern Ireland Civil service (NICS) Pensions A9 Policy and Research Unit (PRU) ��9 Forum ��20

A10 Youth Committee ��10 B2 Personnel Management Organisation and Administration B2.1 Employee Relations Project A11 Appointment of Auditors ��11 (Formerly ER Standardisation) ��21

A12 Donations ��11 B2.2 Selection and Development ��22 A13 Headquarters Staff ��12 B3 Group Reports A14 Membership ��12 B3.1 Department of Agriculture, A15 NIPSA Annual Conference ��13 Environment and Rural Affairs (DAERA) ��25

A16 Services for Members ��13 B3.2 Department for Communities (DfC) ��31

A17 Trades Councils ��13 B3.3 Department for the Economy (DfE) ��34

A18 Union Learning ��13 B3.4 Department of Education (DE) ��37

B3.5 Department Of Finance (DoF) ��38

B3.6 Department of Health (DoH) ��41

B3.7 Department for Infrastructure (DfI) ��43

B3.8 Department of Justice (DoJ) ��48

B3.9 The Executive Office (TEO) ��49

B3.10 Agri Food And Bio Science Institute (AFBI) ��49

B3.11 Mount Charles ��50

B3.12 Armagh Planetarium and Observatory ��51

B3.13 Arts Council Northern Ireland ��51

B3.14 Construction Industry Training Board (CITB) ��51 Contents B3.15 Cross Border Bodies ��52 C3 Health and Social Care B3.16 Electoral Office ��52 C3.1 Regional Issues ��71

B3.17 Equality Commission ��52 C3.2 Mental Capacity Act (MCA) ��73

B3.18 Invest NI ��52 C3.3 Western Health and

B3.19 National Museums Northern Ireland (NMNI) ��53 Social Care Trust (WHSCT) ��73

B3.20 NOONAN ��55 C3.4 Northern Health and Social Care Trust (NHSCT) ��74 B3.21 Northern Ireland Assembly ��55 C3.5 South Eastern Health and B3.22 Northern Ireland Audit Office (NIAO) ��56 Social Care Trust (SEHSCT) ��75 B3.23 Northern Ireland Water ��56 C3.6 Southern Health and Social Care Trust ��76 B3.24 NSL – Traffic Enforcement ��58 C3.7 Disability Action ��77 B3.25 Probation Board for Northern Ireland (PBNI) ��58 C3.8 Regulation & Quality Improvement B3.26 Public Prosecution Service (PPS) ��59 Authority (RQIA) ��77 B3.27 Tourism NI ��61 C3.9 Business Services Organisation (BSO)/Boards ��77 B3.28 Utility Regulator for Northern Ireland (UREGNI) ��61 C4 Libraries NI B3.29 Police Service of Northern Ireland ��62 C4.1 Budget 2019/20 ��80

B3.30 Northern Ireland Policing Board ��62 C4.2 Use of Agency Workers ��80 B3.31 Spor t Northern Ireland ��63 C4.3 Branch Library Managers (BLM) Job Evaluation Review ��80 Section C C4.4 Christmas Opening Hours ��80 C4.5 Review of Libraries NI NIPSA Constitution ��80

Public Officers C4.6 Policy Reviews ��80 C1 National Joint Council C4.7 Open Libraries ��81 C1.1 National Joint Council (NJC) Pay ��66 C4.8 Universal Credit ��81

C1.2 NJC Pay and Grading Review ��66 C4.9 Calculation of Holiday Pay ��81 C4.10 NJC Pay Award Year 2 ��81 C2 Education & Further/Higher C4.11 Structural Review ��81 Education C4.12 Impact of Brexit on Staff ��81 C2.1 General Issues ��67 C4.13 Statutory Holidays ��81 C2.2 HR Directorate Central Forum ��67 C4.14 Data Sharing Protocol ��82 C2.3 Pay, Terms and Conditions Directorate Forum ��67 C4.15 Employee Engagement ��82

C2.4 CYPS Directorate Forum ��68 C4.16 Article 55 Review ��82

C2.5 Finance and ICT Directorate Forum ��68 C4.17 Library Assistant Job Description ��82 C2.6 Operations and Estates JNC C5 Local Authorities Directorate Forum ��68 C5.1 Review of Public Administration (RPA) ��83 C2.7 Education Directorate JNC Forum ��69 C5.2 Water Quality Inspectors ��83 C2.8 Education Authority Belfast Region (EA BR) ��69 C5.3 Councils ��84 C2.9 Education Authority Southern Region (EA SR) ��69

C2.10 Belfast Metropolitan College (BMC) ��70 C6 Northern Ireland Housing Executive C6.1 Social Housing Reform Programme (SHRP) ��92 C2.11 Northern Regional College (NRC) ��70 C6.2 Stock Transfer ��92 C6.3 Re-enagement of Dr Stewart Smyth, Sheffield University ��92 Annual Report 2019 C6.4 Reclassification of Housing Associations ��93

C6.5 Review of Private Rental Sector ��93 Branch Organisation C6.6 Fundamental Review of Civil Service Group ��100 Social Housing Allocations ��93

C6.7 Housing Benefit ��94 Public Officers' Group ��104 C6.8 Transfer of Houses of Multiple Occupancy (HMO) staff to Belfast City Council ��94 C6.9 Transfer of Asylum Functions from NIHE to MEARS ��94

C6.10 HR Policy Reviews ��94

C6.11 Local Office Closures ��95 C6.12 NJC Pay Award – Year II assimilations and other matters ��95

C6.13 Calculation of Holiday Pay ��95

C6.14 Job Evaluation Scheme ��96

C6.15 Membership and Organisation ��96

C6.16 Review of Industrial Relations ��96 C7 Other Bodies C7.1 Controlled Schools’ Support Council (CSSC) ��97 C7.2 Council for Catholic Maintained Schools (CCMS) ��97 C7.3 Northern Ireland Fire and Rescue Service (NIFRS) ��97 C7.4 General Teaching Council For Northern Ireland (GTCNI) ��97 C7.5 Northern Ireland Guardian Ad Litem Agency (NIGALA) ��98

C7.6 Greenwich Leisure Limited (GLL) ��98

C7.7 Linen Hall Library ��98 C7.8 Northern Ireland Council for Integrated Education (NICIE) ��98 Foreword 2019 ended as it began with no devolved institutions and the political agenda being dominated from Westminster with the Brexit debacle being played out in the House of Commons. The circus continued and the public and workers were left bereft of real information and what the impact would be for them and their families into the next decade. On 12 December Boris Johnston secured a large majority arising out of the General Election and the exit from Europe was to happen on 31 January 2020. The Prime Minister has also made it clear that the transition period will not be extended beyond 2020 and yet there remains much uncertainty for workers, their families and the economy. Throughout the year, workers in the public and private sector decided they had enough and NIPSA, together with other public sector trade unions engaged in industrial action. The industrial action included University College Union who took 8 days of strike action, Unison, NIPSA, RCN and other health unions balloted for industrial action after many months of fruitless negotiations at the Department of Health, teaching unions remained on action short of strike action in furtherance of their pay dispute which has been ongoing since 2016 and NIPSA members in the NI Civil Service commenced industrial action in July in defence of their pay, terms and conditions. In the private sector the mood changed with Harland and Woolf workers staging a sit in for 9 weeks in a momentous struggle to save not just their jobs but the iconic Shipyard. Congratulations to GMB and Unite for this powerful struggle and NIPSA was pleased to play its small part in supporting this campaign. This has changed the landscape for the future and other workers can now take heart – if they fight they can win. The Shipyard has been bought by Infrastrata. No doubt there will be further struggles ahead but NIPSA members and the wider trade union movement should take heart from this key victory. Wrightbus, a significant private sector employer in Ballymena also closed. Again congratulations to Unite who fought tirelessly to get the company re-opened. It is a credit to the workers in Wrightbus that they stood with their union to put pressure on the Wright family to ensure the company could be sold as a viable business. Towards the end of the year saw a momentous decision when the Royal College of Nurses (RCN) engaged in an industrial action ballot and announced strike action on 18 December and further action planned for 2020. This was the first time in 103 years that RCN had taken the brave step to ballot members for industrial action. This gave a significant boost to workers in the Health Service and the majority of unions in the Health Service were on strike on 18 December. Unfortunately our civil service members have not been treated with the same urgency as other public sector workers in resolving their dispute. As we enter 2020 no offer has been forthcoming and unless something significant changes workers are set for a further pay imposition. This cannot be allowed to happen. In the absence of the NI Assembly welfare mitigations are due to run out early in 2020 and this will mean thousands of families will be hit by the so-called “bedroom tax” and other changes to their

Annual Report 2019 benefits which will have further catastrophic implications for thousands of families who are already struggling to make ends meet and are increasingly relying on food banks. NIPSA has joined the NI Cliff Edge Coalition and is playing an active part in seeking to address this issue and press for welfare mitigations to be extended. Equality issues remain high on the NIPSA agenda with a number of new initiatives promoted throughout the year including Abortion Law Reform, Marriage Equality, Menopause Guide and Breastfeeding in the workplace. 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.

Helena McSherry President

Pat Lawlor Vice President

John Toal Honorary Treasurer

Alison Millar General Secretary i

Officers and Secretariat 2019

Officers 2019

President: Helena McSherry

Vice-President: Pat Lawlor

Honorary Treasurer: John Toal

Secretariat at 31st December 2019

General Secretary A Millar

Deputy General Secretaries C Gates P Mulholland

Policy and Research Officer J McVey

Assistant Secretaries G Alexander D Harte K Graham K McCabe

A McMillen M Morgan Vacant

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

L Hoy(temp) K Kelly A Law J Munton

Natalie Shiel(temp) T Thomas B Trainor(temp) R Wilson(temp)

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

C McDonnell(temp) L A Scott

Annual Report 2019 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

G Jones P Murray B Nugent D Whitford

A Wright A Cartwright

Caretaker A Burns

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

(P) Part-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)

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

J Stewart, Assistant Departmental Secretary, T: 028 9037 8536 E: [email protected] NIPSA Office, Room 513, Dundonald House, Upper Newtownards Road, Belfast. BT4 3SB

Department for Communities (DfC)

T McKillop, Assistant Departmental Secretary, T: 028 9037 6073 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]

G Malone, Assistant Departmental Secretary, T: 028 9037 6069 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)

F Cammock, Secretary, T: 028 9052 9366 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 2019 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 9065 0222 Ext 24376 E: [email protected]

G Walsh, Assistant Secretary, T: 028 90650222 Ext 24418 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] Trade Union Office, HSC Leadership Centre, 12 Hampton Manor Drive, Belfast. BT7 3EN

Northern Ireland Housing Executive (NIHE)

J McCaffrey, Trade Union Side Secretary, T: 028 9598 2899 E: [email protected]

S McDaid, Assistant Trade Union Side Secretary, T: 028 9598 4358 E: [email protected] Seventh Floor, Housing Centre, 2 Adelaide Street, Belfast. BT2 8PB

Annual Report 2019 vi General Council Attendance of members at General Council Sessions:

January to May 2019 June to December 2019 Name Possible Actual Name Possible Actual P Mulholland1 4 4 H McSherry 5 4 H McSherry 6 5 P Lawlor 5 2 P Lawlor 6 3 J Toal 5 4 J Toal 6 5 B Booth 5 3 B Booth 6 5 W Brooks 5 4 W Brooks 6 3 Y Clarke 5 5 K Burch 6 0 L Collins 5 0 Y Clarke 6 5 S P Conlon 5 3 L Collins 6 0 T Creaney 5 5 S P Conlon 6 4 D Crilly 5 4 D Cowan 6 3 P Dale 5 4 T Creaney 6 5 E Doherty 5 4 M Dobbin 6 6 S Garland 5 5 C Gates3 6 5 T Killen 5 4 L Hoy 6 3 G Malone 5 5 T Killen 6 0 T Millar 5 3 D Maguire 6 4 F McCann 5 4 G Malone 6 6 T McKillop 5 5 F McCann 6 6 B Mulholland 5 3 M Morgan2 3 3 J Murdock 5 4 B Mulholland 6 4 M O’Kane 5 3 J Murdock 6 5 R O’Sandair 5 4 R O’Sandair 6 4 J Scott 5 5 J Scott 6 5 P Turner 5 4 J Walsh 6 4 J Walsh 5 5

1. Resigned on May 2019 to take up a position in HQ. 2. Resigned on April 2019 to take up a position in HQ. 3. Resigned on June 2019 to take up a position in HQ

Secretariat and Committees vii Committees Membership of Committees at 31st December 2019

B Booth T Killen P Lawlor H McSherry General Purposes Committee J Scott J Toal P Turner

P Cobain T Creany P Dale L Hartin

Equality Committee S Harvey G Lawlor S Murdock P Nicholl

L O’Hagan C Skelcher L Skelcher

Welfare Fund B Booth J Toal H McSherry Committee

S Garland T Killen T McKillop H McSherry Finance Committee J Toal

Management Side P Lawlor H McSherry J Toal JNCC

S Antal W Brooks L Collins SP Conlon Global Solidarity D Crilly G Malone F McCann R O’Sandair Committee M Robinson J Scott

Conference W Brooks L Collins D Crilly R O’Sandair Arrangements Committee J Walsh

Standing Orders K Loughran J McCloskey C Skelcher B White Committee

J Davidson T McKillop G Lawlor M Robinson NIPSA News Editorial Committee R O’Sandair

Annual Report 2019 viii Civil Service Group Attendance of Members and Officers at Executive Committee Meetings

January to October 2019 November and December 2019 Name Possible Actual Name Possible Actual Boersma, I 5 5 Boersma, I 2 2 Brooks, W 14 11 Brooks, W 2 2 Cobain, P 14 13 Cobain, P 2 2 Collins, L 14 0 Collins, L 2 0 Cowan, D 14 8 Creaney, T 2 2 Creaney, T 14 14 Crilly, D 2 2 Crilly, D 14 8 Dale, P 2 2 Dale, P 14 12 Dobbin, M 2 2 Dobbin, M 14 12 Doherty, E 2 2 Gates, C*** 7 7 Garland, S 2 2 Godfrey, T 14 8 Harvey, S 2 1 Harvey, S 14 13 Hoy, L 2 1 Higgins, G 14 11 Loughran, M 2 2 Hoy, L 14 12 Malone, G 2 2 Loughran, M 14 10 McWilliams, P 2 2 Lowry, D 14 12 Millar, T 2 1 Malone, G 14 12 Mulholland, B 2 2 Millar, T 11 10 O’Reilly, B 2 2 Morgan, M* 3 3 O’Sandair, R 2 2 McAnallen, M 14 6 Robinson, M 2 2 McNulty, J 14 8 Rooney, J 2 2 O’Sandair, R 14 12 Russell, V 2 2 Robinson, M 14 12 Skelcher, C 2 0 Robinson, P 14 12 Toner, D 2 1 Toner, D** 2 2 Veighey, J 2 2 Veighey, J 14 12

* Resigned in April 2019, replaced by T Millar ** Resigned in May 2019, replaced by J Murphy *** Resigned in June 2019, replaced by I Boersma

Officers Standing Orders Committee

Chairperson: M Morgan Jan-Apr 19 B White, M McKee, B Dornan T Creaney Apr-Dec 19 Vice Chairpersons: S Harvey Jan-Nov 19 T Creaney Jan-Apr19 B Mulholland Nov-Dec 19 P Dale Nov-Dec 19

Secretariat and Committees ix Public Officers Group Attendance of Members and Officers at Executive Committee Meetings January to December 2019 Name Possible Actual Austin, D 3 2 Booth, B 3 3 Crawford, B 3 2 Duffy, L 3 1 Killen, T 3 2 Largey, G 3 0 Lawlor, G 3 2 Maguire, D 3 3 McKeegan, J 3 2 McQuillan, S 3 3 McSherry, H 3 3 Mulholland, P1 3 1 Mullan, G 3 0 Murdock, J 3 3 O’Hagan, L 3 3 Rea, A 3 3 Richards, S 3 2 Scott, J 3 2 Smyth, B 3 1 Walsh, J 3 3

Officers Chairperson: A Rea Vice Chairpersons: B Booth D Maguire

1. Resigned during the year.

Annual Report 2019 x All other Representations & Committees

H ealth and Social Services: Representation on Health and Social Services Trade Union Forum 31st December 2019

M Morgan L O'Hagan P Quinn

Education Authority: Representation on the Education and Library Boards Joint Council, 31st December 2019

D Austin B Booth K Graham

E Lavery H McSherry J Scott

N orthern Ireland Housing Executive: Joint Consultative and Negotiation Committee, 31st December 2019

B Cassidy B Graham T Thomas (HQ Official)

J McCaffery S McDaid T Girvan (Trade Union Side Secretary) (Assistant Trade Union Side Secretary)

E McLaughlin S McMahon S McConville (Vice Chairperson)

L O'Hanlon (Chairperson)

Secretariat and Committees

Resolutions and Motions xi

General Conference Resolutions adopted and Motions remitted Resolution No. 1 daily living for members, for misuse of civil servants responsibilities. Also calls on the General Council to Calls on the General Council to take all possible measures ensure that all of NIPSA’s channels of communication are to ensure that the actions of the Permanent Secretary, used to produce publicity around the correspondence. Department of Finance, do not go unchallenged and that all civil and Public service trade unions are able to Referred to GPC. Write to Secretary of State. collectively bargain in an unfettered manner. Referred to Executive Committees, raised with NIC Resolution No. 8 ICTU and seek collective engagement with DoF Calls on the General Council to campaign for the right Permanent Secretary on Public Sector Pay Policy. of 16 and 17 year olds to vote in national and local Meeting with DoF, Permanent Secretary scheduled elections including referendums and that changes to for 4 October 2019 on Public Sector pay. Raised with the law is accompanied by political and citizenship political parties. education.

Resolution No. 2 Referred to GPC and NIC ICTU.

Calls on the General Council to campaign for employers Resolution No. 9 to offer maternity pay over the intended period of maternity leave. Calls on General Council to urgently establish links with organisations such as Housing Rights, Law Centre Referred to Executive Committees. NI, Advice NI and elected representatives to work collectively to identify solutions to the current housing Resolution No. 5 crisis. Calls on the General Council to campaign for the basic Referred to GPC. Engage with Housing Rights, Law right for housing, a building programme of social Centre NI, Advice NI and elected representatives. housing, rent controls, the Assembly Executive to get Establish a forum for dialogue with these back to work and set no-cuts, needs-based budgets. organisations. Referred to NIC ICTU. Referred to NIHE Central Panel, prepare leaflets and information to support a Resolution No. 102 campaign. Refer to GPC to take forward detail. Calls on General Council to ensure that the public enquiry into Muckamore Abbey Hospital has sufficient Resolution No. 6 scale and rigour to restore public confidence in the high quality, ongoing care delivered by the workforce in this Calls on the General Council to ensure any discussion hospital to the most vulnerable and challenging people around the restoration of the political structures and the with complex needs in NI. NI Assembly must include a thorough examination of the equality issues included in the Belfast/Good Friday Referred to Health Panel and GPC. Agreement. Referred to NIC ICTU. Petition of Concern document Resolution No. 12 forwarded to Hugh Widdis as the person chairing this Calls on the General Council investigate the background element of the talks process. Implement as policy. to and rationale for making ex-gratia payments and to publish a report of any investigation and to ensure Resolution No. 7 that NIPSA’s funds are used in ways which can help and benefit members as a whole and not individuals. Calls on the General Council to write to the Secretary of State condemning her responsibility for playing fast and Referred to General Council. The General Secretary loose with the livelihood of workers for political ends, will arrange for an independent investigation off the for the cynicism that underpins this approach to a crucial LRA list to be commissioned.

Annual Report 2019 xii

Resolution No. 13 Resolution No. 17 Calls on the General Council to ensure that the amounts Calls on the General Council and ICTU to prepare for paid in compensation are published and any amounts campaigning against any political introduction of the paid specifically in compensation as a result of a decision Trade Union Act 2016 to NI. by General Council going forward are published in the annual financial report. Referred to NIC ICTU.

Referred to General Council. The General Secretary Resolution No. 19 will arrange for an independent investigator off the LRA list to be commissioned. Calls on the General Council to look at the levels of abuse in public sector workplaces and escalate our concerns to departments. Calls on the General Council to ensure Resolution No. 14 each department has a clear strategy for dealing Calls on the General Council to review how NIPSA recruits with violence and aggression to its workers up to and members, use the media to our advantage, to support including legal action or a withdrawal of services. and encourage participation, how NIPSA structures help support the role of branches and membership and Referred to Health and Safety Committee and to bring a report to 2020 Conference on how NIPSA will Executive Committees. The terms of the resolution move forward into the future. will be addressed as part of the 2019 NIPSA Health and Safety Conference programme. It was also Referred to GPC. agreed to revisit the NIPSA Guide ‘Tackling Violence at Work’ to determine if any changes were necessary Resolution No. 89 to reflect the terms of the resolution. Calls on General Council to draw up an urgent action Emergency Resolution No. 1 plan in order to halt the decline in members registering a valid vote for the General Council election, address Calls on the General Council to campaign to ensure that behavioural issues openly and honestly and spend more NIPSA becomes a bulwark against violent conflict and time on the ground assisting members. division and to continue to fight for the eradication of sectarianism, paramilitarism, repression, bigotry and Referred to GPC. poverty.

Resolution No. 100 Referred to NIC ICTU and General Council. This will be taken forward on an ongoing basis and should Calls on the General Council to have an external be a standing item on the General Council Agenda. independent investigation to be carried out by an A statement to be issued on the Chief Constable’s appropriately qualified investigator to establish remarks regarding the children of paramilitaries and the rationale, reasoning and legal position behind this should be circulated in the first instance to the payments that were made for compensation and to NIPSA Health Panel. make available to the membership their findings and advice as to whether any such payments were unusual Resolution No. 20 and/or irregular payments authorised by or lobbied for by the outgoing General Council and/or associated and Calls on the General Council to increase its efforts into officials. building unity across the trade union and community sector against government imposed cuts and imminent Referred to the General Council. The General Secretary dangers to welfare. Calls on the General Council to will arrange for an independent investigator off the campaign for the Government to revise their policies LRA list to be commissioned. and legislation on welfare payments and sanctions processes. Referred to NIC ICTU.

Resolutions and Motions xiii

General Conference Resolutions adopted and Motions remitted Resolution No. 21 Resolution No. 28 Calls on the General Council to reaffirm the position of Calls on the General Council to formally condemn the NIPSA as a cross-community and non-sectarian trade apparent practice by the UK Government to strip people union and to continue to promote that position within of their British nationality. NIPSA and the wider Trade Union movement. Referred to Equality Committee. Organised an event Referred to GPC. on 18 December 2019 to coincide with International Migrants Day. Resolution No. 24 Resolution No. 29 Calls on the General Council to use the statement of the United Nations Special Rapporteur on extreme poverty Calls on General Council to campaign for public service and human rights, as a source of information in any policies to be put in place to protect workers who have campaign focusing on the impact of austerity. a disability that affect their mobility therefore requiring them to park in close proximity to their workplace. Implemented in various campaigns. Referred to Equality Committee. Examine best Resolution No. 25 practice models with a view to providing guidance to NIPSA negotiating forums. Calls on the General Council to actively campaign for the introduction of free, safe and legal abortion in the North Resolution No. 30 of Ireland. Calls on the General Council to reaffirm its policy and to Referred to the Equality Committee. Continue to campaign against threats to workers and to call for an support Alliance for Choice Trust Women Campaign end to paramilitarism, sectarianism and repression and and support the Rally for Choice on 7 September to provide resources and materials necessary to support 2019. branches who are dealing with these issues.

Resolution No. 26 Referred to GPC. Calls on the General Council to campaign to make Resolution No. 31 management provide the necessary awareness training for dealing with staff with disabilities. Calls on the General Council to advocate for those, such as Ballymurphy Massacre victims, for whom justice has Referred to Executive Committees. been denied so that they and others like them can find closure. Resolution No. 27 No action required. Calls on the General Council to launch a campaign against the sexual assault and harassment of LGBTQ+ Resolution No. 32 workers and to promote appropriate behaviour in workplaces of mutual respect, tolerance and solidarity Calls on General Council to campaign in urging towards their fellow workers regardless of sexuality and management on the implementation of a secondary gender. system which considers the rights of members with disabilities, which promotes a more equitable work Referred to LGB&T Group. Write to the Department environment and can be implemented alongside the of the Economy calling for proper research to be Bradford Factor Absence Management System. conducted and organise an event and relevant branch material to coincide with NILGB+T Awareness Refer to Executive Committees. Week. A working group was established to organise this.

Annual Report 2019 xiv

Resolution No. 33 the wider political system in any future trade deals irrespective of the outcome of the EU Exit debate. Calls on the General Council to drive the creation and distribution to all reps and branches of an Referred to NIC ICTU. information pamphlet on the unique issues, concerns and discrimination of transgender and gender non- Resolution No. 84 conforming people in the workplace. Calls on General Council to maintain and campaign for Referred to LGB&T Group. Seek expressions of free car parking across all public sector buildings in NI. interest from the group to sit on a working group to produce a leaflet for issue to branches early in the Referred to GPC. New Year. Resolution No. 42 Resolution No. 36 Calls on the General Council to ensure that our stance Calls on the General Council to examine the involvement of anti-sectarian, anti-racist trade union is maintained of the SIB within public services and to work with union particularly in the current heightened situation around colleagues to challenge SIB involvement with public the Brexit debate and political manoeuvring. sector management ensuring both financial efficiency and management accountability mechanisms are in Implement as policy. place and to argue for work currently done by SIB to be retained within the public sector. Composite Resolution No. 43 Referred to GPC and Executive Committees. Calls on the General Council to campaign for NI to remain in/re-join the EU given your unique economic Resolution No. 37 circumstances and in the meantime, build a movement Calls on the General Council to provide support to to lessen the worst effects of Brexit through support the Cliff Edge NI campaigns for additional welfare for access to the single market and the customs union mitigation protections to be extended beyond March while outside the EU. 2020 and to reinvigorate NIPSA’s own campaign against Referred to GPC. welfare reform and the detrimental impact this will have on our members and wider society. Composite Resolution No. 44 Donation made to Cliff Edge NI and NIPSA represented on the group. Produce article in NIPSA News and Calls on the General Council to implement Conference referred to NIC ICTU. Motions on Brexit previously Comprehensive Motion No 72. Calls on the General Council to work collaboratively Resolution No. 38 with other affiliate unions to support public sector workers impacted by Brexit and to keep members up Calls on the General Council to engage with trade union to date, to support representatives across information colleagues across education and under the auspices which may assist EU nationals argue rights to residency, of ICTU to ensure workers are properly consulted with protection for Irish Citizens, to initiate a joint trade union during projects such as DE Transformation Programme, campaign through ICTU to mobilise public interest and that any outcomes have been properly negotiated to support foreign nationals right to continue living, on and ensure members will not suffer detriment. working and contributing to society, to commence discussions with public sector employers to assess what Referred to Executive Committees and Education Panel. workplace adjustments and support can be put in place to help mitigate any anticipated difficulties of cross Resolution No. 39 border controls for staff travelling to work. Calls on General Council to ensure that workers rights are protected in a time of economic and political Referred to NIC ICTU. Practical information to assist uncertainty through engagement with employers and members to be sought.

Resolutions and Motions xv

General Conference Resolutions adopted and Motions remitted Resolution No. 45 application to Tamboran to carry out fracking in Fermanagh. Support War-on-Want’s new Global Calls on the General Council to bring the concern about Green Deal campaign. the EU rules on state aid in the transitional period and the prevention of necessary protections being applied to developing the manufacturing and other value Resolution No. 52 added sectors of the NI economy after we leave the EU, Calls on the General Council to pursue the issue of to ICTU and the Secretary of State. climate change and ensure that NIPSA plays its full part in ensuring the UK Government lives up to its Referred to NIC ICTU. Wrote to Secretary of State. commitments to secure the future of the planet.

Resolution No. 46 Referred to NIC ICTU. Calls on the General Council to work collaboratively with ICTU to protect the Good Friday Agreement. Resolution No. 55 Calls on the General Council to ensure adequate training Referred to NIC ICTU. and induction processes are in place for all new staff across the public sector regardless of employment Resolution No. 47 status. Calls on the General Council to provide an explanation Referred to Executive Committees. as to why actions referred to GPC, in respect of a Brexit motion in 2017 Conference, have not been enacted, instructs the General Council to issue a statement Resolution No. 57 explaining how they intend to assist members impacted Calls on the General Council to explore all options to by Brexit and to work in collaboration with other affiliate allow members to attend a seminar similar to the unions through ICTU to develop proper guidance for Pre-Retirement Seminar in the years leading up to staff as a result of Brexit. their planned retirement, and members with medical conditions, at any time they feel would be advantageous. Set up a European Exit Working Group. Referred to GPC. Resolution No. 48 Calls on the General Council to set up a Brexit Working Resolution No. 58 Group to include and be representative of foreign Calls on the General Council to look at the issue around nationals who are NIPSA members. the details of members held by NIPSA Headquarters and seek feedback from branches on how it can be Set up a European Exit Working Group. addressed.

Resolution No. 51 Referred to GPC. Calls on the General Council to promote, campaign and develop the green agenda across all trade union activity Resolution No. 59 and to ensure that responses to the environmental crisis Calls on the General Council to produce a paper for 2020 are a central part of NIPSA’s Global Solidarity work and Conference with proposals on how a review process to urge ICTU to develop a trade union strategy based on on NIPSA’s current rules and constitution could be democratic green plans of production as a central plan in established. the fight for a major shift to socialist green alternatives. Referred to GPC. Referred to Global Solidarity Committee and NIC ICTU. Submitted a response to the Department for the Economy Consultation on Petroleum Licence

Annual Report 2019 xvi

Resolution No. 101 Resolution No. 72 Calls on the General Council to fully consider, in Calls on General Council to reaffirm its opposition to the consultation with the Branch 725 Committee, its letter creation of “super schools”. of appeal against the decision to fragment the branch into 5 separate branches. Referred to the Education Panel.

Referred to GPC. Resolution No. 75 Calls on the General Council to produce a clear policy Resolution No. 68 and support structures specifically for reps in order to Calls on the General Council to support the rights deal with the added stress that they incur in that role. of Syrian refugees and to call for the release of the additional funding for jobs in education, health and Referred to NIPSA Health and Safety Committee throughout our support services for families, this will to produce an advice leaflet for branch reps in ensure resources can be made available to enable these consultation with the relevant professional bodies. children and their families to reach their full potential. Resolution No. 76 Referred to GPC. Calls on the General Council to support the work of the NI Blood Transfusion Service and to encourage members Resolution No. 69 who are able to do so, to donate blood by advertising Calls on the General Council to continue working to and promoting blood donation in NIPSA News and ensure that the Far Right are not allowed to dominate through its social media postings. the agenda and that we work with other left thinking organisations and individuals to ensure that all are Wrote to NIBTS seeking meeting with a view to welcome. implementing terms of motion.

Continued with anti-racism work. Resolution No. 77 Resolution No. 70 Calls on the General Council to campaign with groups such as Sling the Mesh NI and demand a permanent Calls on the General Council to engage with others in end to mesh implants and for those who are already the trade union movement, government agencies and suffering from mesh complications to be put on patient partners in the public and voluntary sectors to work pathways which are fit for purpose to treat the serious towards introducing legislation, strategies and properly issues involved. funded person centred services to end the scourge of drug deaths in our society. Referred to the Equality Committee. Continue to support the Sling the Mesh Campaign and contact Referred to GPC. them to obtain advice on how best to progress the terms of this Resolution. Resolution No. 71 Calls on the General Council to ensure that NIPSA plays its full part in continued campaigns of opposition to Universal Credit and the wider social security cuts programme. Implemented as policy. Work through NIC ICTU and other organisations to press for positive outcome regarding mitigation package.

Resolutions and Motions xvii

Civil Service Conference Resolutions adopted and Motions remitted Resolution No. 1 Resolution No. 5 Called on the incoming Civil Service Executive Committee Called on the incoming Civil Service Executive to continue with a strong strategy to deliver fair pay Committee to implement a public relations strategy for members and ensure that we no longer accept the which identifies the key themes and argument to be imposition of a pay deal which does not adequately advanced in the campaign and the appropriate media reward hard working Civil Servants. and political representatives that may be approached according to the issues. Implemented as part of the ongoing Industrial Action/Campaign. Implemented as part of ongoing Industrial Action/ Campaign. Resolution No. 2 Resolution No. 6 Noted the concept of pay restoration should inform and drive the negotiations on pay that are conducted with Instructed the Civil Service Executive Committee to the Department of Finance. This approach will enable demand that at least the pay element (17 months back the negotiations to consider not only the current rate of pay) of this gross unfairness be addressed as part of inflation and level of settlement in similar employment every future pay settlement until a satisfactory outcome areas, but also the legacy of low pay since 2009 and is reached for these members. the measures that might be required over a period to restore the real value of NICS pay. Continue to pursue as current policy.

Implemented as part of the ongoing Industrial Resolution No. 9 Action/Campaign. Called on the incoming Civil Service Executive Committee that the part of the Handbook is updated Resolution No. 3 to allow for Meal Allowance to be available to all staff Instructed the incoming Civil Service Executive regardless of shift pattern. Committee to continue to support a strong campaign for a decent pay increase and the protection of terms Referred to Central Whitley Trade Union Side. and conditions. Resolution No. 10 Implemented as part of ongoing Industrial Action/ Campaign. Called on the incoming Civil Service Executive Committee to renegotiate the eligibility criteria of the Prison Environmental Allowance as part of the continued pay Resolution No. 4 negotiations with Management Side. Called for the incoming Civil Service Executive Committee to immediately reinvigorate this moribund Referred to Central Whitley Trade Union Side. campaign, engage with members and to engage a properly constructed campaign of industrial action. Resolution No. 13 Implemented as part of ongoing Industrial Action/ Instructed the Civil Service Executive Committee to Campaign. take whatever action is necessary to challenge the delegation of work to line managers as part of the ER Standardisation. Referred to Central Whitley Trade Union Side.

Annual Report 2019 xviii

Resolution No. 14 Resolution No 18 Instructed the incoming Civil Service Executive Instructed the incoming Civil Service Executive Committee to set up, as a matter of urgency, a cross- Committee to facilitate an inter-departmental working cutting inter-departmental committee drawing on group with representation from all NICS departments, representatives to meet on a monthly basis to share dedicated to advancing the interests of Agency workers knowledge and experience and to develop a unified within the NICS and expanding our Agency membership. approach to the defence of our members and their terms and conditions. Referred to Central Whitley Trade Union Side.

No action was required. Resolution No. 21 Instructed the Civil Service Executive Committee to Resolution No. 15 seek to recruit HR Connect staff and to investigate the Instructed the Civil Service Executive Committee to possibility of TUPE arrangements to bring appropriate oppose ER Standardisation. staff into the NICS. Referred to Central Whitley Trade Union Side. Referred to Central Whitley Trade Union Side.

Resolution No 16 Resolution No. 22 Instructed the incoming Civil Service Executive Rejected any move to privatise any aspect of the NICS Committee to consult with Branches at all stages of ICT function, either directly or by stealth. negotiations in relation to any proposed changes to terms and conditions in order that Branches may Referred to Central Whitley Trade Union Side. present any views, disagreements and/or concerns that they wish to be taken into account before a formal reply Resolution No. 25 is made to management. Noted the Judicial Review hearing would take place on No action required. 29 November 2019 and irrespective of the outcome, the Civil Service Executive Committee must continue to press for proper and meaningful consultation and Resolution No. 17 negotiation on all recruitment exercises which impact Called on the incoming Civil Service Executive Committee on members. to establish what parts of the NICS Handbook should be shared by Agency workers and further, establish the Referred to Central Whitley Trade Union Side. rationale underpinning any terms and conditions that are not applicable to substantive staff. Resolution No. 26

Demand that the current Protocols be re-examined and Called upon the Civil Service Executive Committee to request that there is Trade Union input to the revised address the discrimination within the Civil Service in document to ensure that Agency members receive the regards to promotion for part-time workers and workers maximum protection possible under current legislation. on an alternative working pattern. Referred to Central Whitley Trade Union Side. Referred to Central Whitley Trade Union Side.

Resolutions and Motions xix

Civil Service Conference Resolutions adopted and Motions remitted

Resolution No. 27 Resolution No. 34 Instructed the Civil Service Executive Committee to Called for the opposition of revised travel and robustly challenge the use of psychometric testing, subsistence claims. including by legal means if necessary. Referred to Central Whitley Trade Union Side. Referred to Central Whitley Trade Union Side and seek legal advice, if required. Resolution No. 35 Called on the incoming Civil Service Executive to press Resolution No. 28 Management Side to amend the Managing Attendance Instructed the Civil Service Group Executive Committee Policy so the warning is backdated to the first day of to take all necessary steps to ensure that Management return to work. Side immediately commit to a competition for Administrative Officers and a separate competition for Referred to Central Whitley Trade Union Side. Variable Working Patterns Administrative Officers in the Child Maintenance Service. Resolution No. 38 Currently under discussion via Central Whitley. Called on the incoming Civil Service Executive Committee to campaign for the introduction of gender- neutral toilet facilities in all buildings which are used by Resolution No. 31 the Civil Service. Called upon the incoming Civil Service Executive Committee to launch an immediate campaign for the Deferred consideration until after NIPSA Conference introduction of a four day working week for all staff 2020, then pursue in light of advice etc. within the Northern Ireland Civil Service. Resolution No. 41 Referred to Central Whitley Trade Union Side. Instructed the incoming Civil Service Executive Committee to ensure, going forward, that full Resolution No. 32 consultation with Trade Union Side takes place on all Instructed the incoming Civil Service Executive training which is Health and Safety based and which Committee to investigate the issue of the negative is to be offered to staff whether on a mandatory or impact that the re-organisation of the HR function of voluntary basis and to establish the rationale behind, the NICS Departments and to seek the necessary legal and suitability of, any other training staff may be offered advice as to who the employer is and report back to or mandated to undertake. Branches within a period to be agreed between the Civil Service Group Executive Committee and Branch 31. Referred to Central Whitley Trade Union Side.

Referred to Central Whitley Trade Union Side and Resolution No. 35 seek legal advice. Called on the incoming Civil Service Executive to press Management Side to amend the Managing Attendance Resolution No. 33 Policy so the warning is backdated to the first day of Called on the incoming Civil Service Executive return to work. Committee to investigate the data retention policies of the HR Connect system and the paper HR records that Referred to Central Whitley Trade Union Side. preceded it and take action as necessary. Referred to the Central Whitley Trade Union Side.

Annual Report 2019 Headquarters Organisation Chart at 31st December 2019 xx

Assistant Secretary Antoinette McMillen: Department of Justice, Department of Infrastructure, Invest NI, Public Prosecution Service, The Executive Office, NI Water.

Assistant Secretary

Kevin McCabe: Department for Agriculture, Environment and Rural Affairs, Department of Health, Department of Finance, Agri-Food and Biosciences Institute (AFBI), Department of Education. Deputy General Secretary: Civil Service Group Carmel Gates: Civil Service wide issues Assistant Secretary on pay, hours, leave personnel management, Central Whitley issues and NIPSA Corporate Dooley Harte: Department of Communities, Police Service of Responsibilities. Northern Ireland, NI Assembly, NIPSA IT Consultative Committee (ITCC).

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 Maria Morgan: Health Service and the Voluntary and Community Sector. Joint Secretary HSC bodies.

Deputy General Secretary: Public Officers’ Group Assistant Secretary Patrick Mulholland: Overall responsibility for the Public Officers’ Group including Health, Housing, Local Government, Libraries NI, Education Kim Graham: Education Authority. Authority and the Further Education Sector, Voluntary and Community Sector. NIPSA Regional Office, Derry and NIPSA Corporate Responsibilities.

Assistant Secretary Terry Thomas (Acting) : 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

Lisa Hoy (Temp): Aramark, Construction Industry Training Board, Cross Border Bodies, Aidan McDonnell Probation Board, Northern Ireland Authority Utility Regulator, Northern Ireland Commission Advice and Information Unit, Servicing the for Children and Young People, Northern Ireland Human Rights Commission, NSL, Tourism Public Officers Group Executive Committee. Northern Ireland, Commissioner for Complaints, Electoral Office and Equality Commission. Executive Officer Higher Executive Officer Mairead Donnelly Ryan Wilson (Temp): SERCO, National Museums Northern Ireland, Sports NI, Health Legal and Membership Services, Servicing the and Safety Executive, Noonan (NICS contract), NI Audit Office, United Dairy Farmers, Labour General Council. 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

Vacant: South Eastern Trust, Northern Health Trust, Statutory and Voluntary Bodies.

Higher Executive Officer Tommy Brownlee: Southern Health Trust, HSCB, BSO, RQIA, PCC, Statutory and Executive Officer Health Voluntary Bodies. Vacant Higher Executive Officer Organisation and Recruitment. Catherine Arkinson: Belfast Health Trust, Housing Associations, Statutory and Voluntary Bodies.

Higher Executive Officer Bernard Trainor (Temp) : Education Authority: (South Eastern and North Eastern Executive Officer Regions), CCEA, CCMS, Queen’s University, Stranmills College, South Eastern and Southern Regional Colleges. Wendy McCallum Membership Records and Systems.

Education Higher Executive Officer Róisín Graham: Education Authority: (Belfast Region), Northern Regional College, Belfast Metropolitan College, Linehall Library, NICIE, NIPSA Union Learning Project Coordinator.

Higher Executive Officer Executive Officer

Kevin Kelly: Newry, Mourne and Down, North Down and Ards and Armagh, Banbridge and (temp) Claire McDonnell Craigavon Councils, NI Fire and Rescue Service, SERCO, NILGOSC and Local Government Staff Commission. Finance. Higher Executive Officer Natalie Shiel (Temp): Antrim and Newtownabbey; Lisburn and Castlereagh, and Housing/Local Gov Housing/Local Belfast Councils and Greenwich Leisure Limited (GLL).

Higher Executive Officer Naomi Connor (Temp): Voluntary and Community Sector

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 Executive Officer Joan Munton: Education Authority (Western Region), South West FE College, Fermanagh Lesley Anne Scott Regional DerryRegional Office & Omagh and Mid Ulster Councils. Office Services and servicing the Civil Service Group Executive Committee.

Section A NIPSA Headquarters 2 General Issues A1 Amnesty International Finally, the Consortium partnered with Queens University Belfast and Ulster University in 2018 NIPSA renewed its affiliation to Amnesty Inter- and 2019 to ensure that there were a number national UK maintaining strong solidarity links of events in the Northern Ireland Human Rights with individuals and trade unionists fighting for Festival that highlighted the continued need for basic human rights worldwide. a Northern Ireland Bill of Rights as a mechanism NIPSA continued to respond to other urgent to address many outstanding issues within Stor- action requests and appeals in support of trade mont and wider governance structures. unionists and individuals under threat of death, abduction or imprisonment because of their A3 Equality Committee trade union activities and other human rights Equality Committee: Regular meetings of the issues. Committee were held throughout the year. The Finally, articles highlighting Amnesty’s work on key action areas were as follows: human rights issues continued to be featured in Consultation on Stalking: The Department NIPSA News and NIPSA Global Solidarity News- of Justice (DoJ) launched a public consultation letters. on the creation of a new offence of stalking in Northern Ireland. NIPSA submitted a detailed A2 Bill of Rights response calling for a need for specific stalking NIPSA, through its members of the Human legislation and an offence which was victim- Rights Consortium, continued to campaign for a focussed. We argued that it should be able to renewed process to deliver a local Bill of Rights properly address the complex nature of stalkers, for Northern Ireland. While there has been no the seriousness of the crime and the psycholog- progress in political talks in 2018/19 to restore ical impact of living under alarm and distress. the Assembly and Executive at Stormont, the In the submission, NIPSA also recommended Consortium engaged with all political parties it was essential for mandatory stalking-specific during the period to advocate for the unique role training for criminal justice professionals, police that a Bill of Rights could play in helping restore and all other professionals likely to come into the Assembly and ensuring that rights based contact with victims in Northern Ireland and the issues were appropriately dealt with when that training must include risk identification, assess- happened. This involved positive meetings with ment and management. NIPSA also argued the all the main Northern Ireland parties, a specific following: briefing with the Sinn Féin Assembly team a. The types of conduct which may constitute and attempts to ensure that the Bill of Rights stalking should be similar to Scotland which remained an issue within the talks process. includes conduct which may appear innoc- In addition, we maintained a focus on advocating uous but could be a psychological trigger; for the utilisation of a Bill of Rights as an appro- b. The introduction of a multi-agency approach, priate vehicle to maintain, replicate or advance similar to the Hampshire Stalking Clinic. existing rights protections that Northern Ireland currently enjoys through its EU membership. c. Given high profile cases were women have The Consortium threaded this narrative and been murdered by their stalkers in the work- rationale throughout its extensive advocacy place, it would be beneficial to engage with and outputs across all its Brexit engagements employers and Trade Unions to produce and interventions in the past year. In particular, guidance documents and a workplace policy following the failure by the courts to uphold the around stalking; citizenship provisions of the Belfast/Good Friday d. To introduce maximum sentencing – up to Agreement in the DeSouza case, the Consortium 5 years for an offence of stalking and up to continued to raise the important role the Bill of 10 years for a conviction of stalking involving Rights could and should play in this regard with fear of violence or serious alarm or distress; the UK and Irish Governments.

Annual Report 2019 3

e. To gather, disaggregate and effectively c. An All Party Working Group was established monitor data on all forms of stalking in and the first meeting was held on 5 Northern Ireland. November 2019; and f. The introduction of a specific National d. 3 out of 11 Councils had passed motions Stalking Helpline; and pledging support for Childcare for All Charter. g. Powers of entry and search in line with the The next stage in the Campaign was to develop provision in Scotland. a social media strategy. In November 2019, the DoJ issued a summary Gender Pay Gap Regulations: NIPSA report of responses, analysis and next steps continued to put pressure on the Department which was under consideration by the Equality for Communities to produce and consult on a Committee. gender pay strategy and associated action plan Abortion Law Reform: NIPSA continued to in tandem with the introduction of Gender Pay support the Alliance for Choice Trust Women Gap Reporting Regulations as laid down in the campaign calling for free, safe and legal access to Employment Act (Northern Ireland) 2016. The abortion in Northern Ireland. NIPSA supported a response from the Department was progress series of actions calling for Abortion Law Reform on these matters was the responsibility of in Northern Ireland and took part in a number the incoming Minister. During the year, the of pro-choice rallies and demonstrations Equality Commission for Northern Ireland (ECNI) throughout the year. NIPSA also supported the consulted on their policy recommendations. One Alliance for Choice call on Westminster to bring of the main issues NIPSA argued strongly for was Northern Ireland’s abortion law into line with the employer threshold size to be in line with the the recommendations of the United Nations Fair Employment legislation of 11+ employees or Committee on the Elimination of All Forms of 50+ employees given the large number of small Discrimination Against Women which recom- to medium size enterprises in Northern Ireland. mended the repeal of Sections 58 and 59 of the NIPSA was disappointed in the ECNI response Offences Against the Persons Act 1861. As a which recommended the threshold should be in result of a landslide vote in Westminster in July line with GB of 250 or more employees subject 2019 in favour of changing Northern Ireland’s to a review after 5 years. abortion law, a new legal framework providing Domestic and Sexual Violence and Abuse: safe and lawful access to abortion services will NIPSA continued to promote and campaign be in place by 31 March 2020. A public consulta- on behalf of all victims of domestic and sexual tion on the new legal framework was launched violence and abuse through the following by the Northern Ireland Office in November actions: 2019 and at the year’s end was under consideration by the Equality Committee. a. Continued to support the Women’s Aid campaign to call for the ratification of the Childcare for All Campaign: As reported in Istanbul Convention: Section A3 of the 2018 Annual Report, a Confer- ence was held on 11 March 2019 which looked b. A training event on Coercive Control was at strategic policy and planning around children. held as part of the 16 Days of Action Against Arising out of the Conference, a policy paper and Gender Based Violence on 9 December 2019 executive summary was produced and used to in NIPSA Headquarters; engage with elected representatives and others. c. Continued to be an active member of the In addition, the following action was taken: Belfast, Western, Southern, South Eastern a. The Childcare for All Charter was revised and and Northern Area Domestic and Sexual key actions were agreed; Violence and Abuse Partnerships. b. A campaign website went live in November Disability: A major focus of the Committee was 2019; raising awareness of issues faced by members with a disability, engaging with Disability

General Issues A 4 General Issues Champions and equipping NIPSA branch repre- of women living and working in disadvantaged sentatives and Disability Champions to deal and rural areas of Northern Ireland on the impact with the many issues they encountered. The of austerity/welfare reform priorities on their Disability Champions Forum that was set up everyday lives. continued to provide support, training and an NIC/ICTU Women’s Committee: Geraldine exchange of knowledge and experience for the Alexander (Headquarters Official) and Tina Disability Champions. In May 2019, B Martin, Creaney (Chairperson of the Equality Committee) ICTU Tutor, delivered a session on the Disability continued to represent NIPSA on the NIC/ICTU Discrimination Act and the reasonable adjust- Women’s Committee. NIPSA was also repre- ment duty. A further session on Mental Health sented at the 2019 ICTU Women’s Seminar held in the Workplace was planned for early 2020. A on 7 and 8 March in the Slieve Donard Hotel training event on Cancer in the Workplace was in Newcastle. Geraldine Alexander and Tina delivered by B Martin, ICTU Tutor, on 8 January Creaney also attended the Women’s Council of 2019 which examined workplace support strat- the Isles in London on 5 and 6 November. egies and how cancer in the workplace affects people. A series of posters on hidden disabilities were issued to branches to coincide with Disa- bility Awareness Day on 14 January. Racism/Migrant Workers: To coincide with International Day for the Elimination of Racial Discrimination (21 March 2019), a series of myth busting slides aimed at debunking the negative myths surrounding immigration and migrant workers in Northern Ireland were posted on the NIPSA website and a link sent to branches. The NIPSA leaflet ‘Stand Up Against Racism – Make Our Workplace Racism Free’ and a series of posters on racism in the workplace were also issued to branches. In furtherance of the aims of Resolution No 28, adopted at the 2019 Annual Delegate Conference, an event was being planned for 2020 to examine ways to support refugees, migrants and asylum seekers and develop a campaign strategy. Working Carers: To coincide with Carer’s Week (10 – 16 June 2019), a workshop was delivered on 10 June 2019 in NIPSA Headquarters which focused on workplaces being more supportive of carers. International Women’s Day (IWD): To mark IWD NIPSA organised a lunchtime protest on 8 March 2019 at Belfast City Hall. A leaflet setting out our call for action for women’s equality and poster was produced and issued to branches. Impact of Austerity/Welfare Reform on Women: Siobhan Harding from the Women’s Regional Consortium delivered a presentation on 29 October 2019 on research conducted which captured and analysed the perspectives

Annual Report 2019 5

A4 Global Solidarity Committee a. 190 donors contributed though GAYE gener- The NIPSA Global Solidarity Committee met on a ating a monthly income of approximately regular basis throughout 2019 and dealt with a £1248; range of issues as follows: b. 4 donors contributed monthly through cheques for charity creating an additional Projects: Table A sets out the projects supported £35; and by the NIPSA Global Solidarity and Developing World Fund and the total amount contributed to c. 1 donor donated £60 annually (£5 monthly). date. The overall total number of donors was 195 Donors: As at 31 December 2019 the number of generating a monthly income of approximately donors contributing to the Fund was as follows: £1288.00. (See Table A1 below).

Table A1: Projects Support by the NIPSA Developing World Fund

(a) Centre for Global Education - Psycho-Social support to children in the Gaza £24,000 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.

(b) Tools for Solidarity - Income generation and support for artisans in £7,500 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.

Charity Annual Report and Audited Accounts: agreed to support War-on-Want’s new Global Notification was received from the Charity Green Deal Campaign. Commission for Northern Ireland to submit the Justice for Colombia (JFC): The peace process Charity’s annual report and audited accounts and the implementation of the Peace Agreement for the year ending 31 December 2018. John continued to be a major campaign focus. Since McVeigh and Co Chartered Accountants were the signing of the Peace Agreement there has appointed to produce the report and accounts been a catastrophic level of violence targeted which were approved by the Committee at against social leaders with over 500 murdered its Annual General Meeting on 30 July 2019. and close to 140 FARC members in the reincor- The annual report and audited accounts were poration process also killed. NIPSA, in collabo- submitted to the Charity Commission by the ration with Justice for Colombia, continued to deadline of 31 October 2019. work to support the full implementation of the Newsletter: A special 25th Anniversary edition Peace Agreement. of the Newsletter was produced for Conference. Trade Union Friends of Palestine (TUFP)/ Fracking/Climate Change: In furtherance of Palestine Solidarity Campaign: NIPSA was the aims of Resolution No 51, adopted at the represented on TUFP by NIPSA General Secre- 2019 Annual NIPSA Delegate Conference, NIPSA tary, Alison Millar and NIPSA Deputy General submitted a written response to the Department Secretary, Carmel Gates. The main focus of for Economy consultation strongly objecting to activity centred on the following: the granting of a petroleum licence to Tamboran a. The new Kairos Ireland publication was to carry out fracking in Fermanagh. NIPSA also launched in Jerusalem in January 2019.

General Issues A 6 General Issues b. A TUFP Ambassadors’ delegation took place Asbestos and Legionella: A NIPSA training in November 2019. NIPSA President, Helena event on Asbestos: The Duty to Manage and McSherry, was part of the delegation. Legionella: Managing Risks in Hot and Cold c. A campaign to boycott Eurovision 2019 Water Systems was held on 10 April 2019 in continued to generate momentum during NIPSA Headquarters. Representatives from the the year with the Director General of RTE Health and Safety Executive for Northern Ireland confirming that workers would not be sanc- facilitated the sessions. tioned for refusing to travel to Israel on NIPSA Guide ‘The Perfect Storm, Stress at conscientious grounds. Work’: To reflect the terms of Comprehensive d. NIPSA sent a delegation to a major TUFP Resolution No 89, adopted at the 2018 Annual Conference on the traumatisation of Pales- Delegates Conference, the guide was updated tinian children on 22 and 23 November 2019 and reissued to branches and posted on the in Dublin. website. e. A series of weekly protest rallies in support International Workers’ Memorial Day: Infor- of the Great March of Return were held mation about the commemorative service held throughout the year. in the grounds of Stormont on 29 April 2019 and the event afterwards in the Stormont Hotel, Campaigns and Urgent Action Requests: organised by NIC/ICTU, was issued to branches. In addition to the above campaigns, NIPSA At the wreath laying ceremony there was a supported other campaigns and responded to a special mention for Lyra McKee, a young jour- number of urgent action requests from various nalist, who as brutally murdered in the course of organisations including: Amnesty International; her work. Labour Start; Concern Worldwide; Fairtrade Foundation and Medical Aid for Palestine. NIPSA Annual Health and Safety Conference: The also sent a message of support and solidarity tenth Annual Health and Safety Conference to all International Trade Union Confederation took place on 22 October 2019 in the Wellington and European Trade Union Confederation affili- Park Hotel, Belfast to coincide with European ates in Hungary who were protesting against a Health and Safety Week. The theme of the new ‘Slave Law’ that nearly doubled how much Conference was ‘The Key to Prevention’. The overtime employees can work from 250 to 400 Conference programme was built around the hours a year and extended the time period for theme. Keynote speakers were Janet Newsham calculating and paying overtime to three years. from Greater Manchester Hazards Centre who NIPSA also donated £250 to Concern Worldwide addressed delegates on ‘Violence in the World Cyclone Idai Emergency Appeal. of Work’. Kyle Carrick from the Health and Safety Executive for Northern Ireland provided an update on the ‘Our Work, Our Health, Our A5 Health and Safety Committee Lives’ Campaign. Paul MacFlynn from the Nevin The Committee met on a regular basis Economic Research Institute gave an update throughout the year. A work programme was on the Brexit negotiations. Four workshops developed and a report on key action areas was were held in the morning and repeated in the as follows: afternoon. Margaret Loughran, Chairperson of Newsletter: An edition of ‘Spotlight’ was NIPSA Health and Safety Committee, delivered produced and issued to branches in May covering a session on the employers’ duty to carry out the following topics: legionella, asbestos, noise, risk assessments and the importance and law violence at work, Health and Safety Rep of the relating to reasonable adjustments. Nigel Fyffe Year Award and Workers Memorial Day. from Aware delivered a session on ‘Stress and Mental Health’ which identified and challenged NIPSA Health and Safety Representatives the things which affect/stress individuals in the Essential Toolkit: A new section on Cancer workplace and provided techniques to help and the Workplace was produced and issued to individuals manage their mental health at work. branches.

Annual Report 2019 7

A workshop on ‘Gender Health and Wellbeing’ North/South and East/West. ICTU will continue which examined how sex and gender sensitive to lobby at European level to seek to protect risk assessment can help an organisation prevent workers, jobs and the economy both North and harm and inequality in the workplace was deliv- South. ered by Barbara Martin, ICTU Tutor. The fourth Nevin Economic Research Institute (NERI): workshop which provided a detailed examina- The work of NERI continued throughout the year. tion of employers’ duties and safety representa- NERI assisted with some economic data and pay tives’ functions was facilitated by Brian McAnoy, data to assist NIPSA pay claims and negotia- ICTU Tutor. The Conference was a major success tions. In addition a range of publications were with over 80 NIPSA Health and Safety Represent- published including precarious work, impact atives across its membership base in attendance. of 4 day working week; employee earnings in A full report on the Conference was posted on Northern Ireland, Climate Change and Just Tran- the website and issued to branches. sition and Brexit. A6 Irish Congress of Trade Unions (ICTU) International Solidarity: The Northern Ireland Committee continued to work closely with Trade The Biennial Conference of the Irish Congress of Union Friends of Palestine and the NIPSA Presi- Trade Unions (ICTU) was held in Dublin from 2 to dent, Helena McSherry visited the West Bank in 4 July 2019. The NIPSA General Secretary Alison November as part of a trade union delegation Millar and Brian Booth were elected to the ICTU focusing on children. Executive Council with the General Secretary being re-elected as the Vice-President. Representatives also attended a major Confer- ence in Dublin in November on the rights of The General Secretary and Maria Morgan Children in Gaza which was a major success. continued to represent NIPSA at the Northern Ireland Committee of the Irish Congress of Trade Roundtable: The Northern Ireland Committee Unions. continued its involvement in the Labour Rela- tions Agency Roundtable which also comprised Throughout the year members of the Northern representatives of the Confederation of British Ireland Committee, together with activists Industry (NI), Small Business Federation and continued to meet MLA’s on the Better Work Chambers of Commerce. Better Lives campaign which had been launched in 2018. In addition the NIC met with 7 out of the Equality: ICTU participated in seeking to work 11 District Councils to promote the campaign with a range of organisations in the progress of and seek their endorsement for a forum for key equality issues including the Right to Choose social dialogue and continued to press on the 3 and Equal Marriage. key elements of the campaign including: ❚ An end to the scourge of low pay and to A7 Lesbian, Gay, Bisexual and promote decent work; Transgender (LGB&T) Group ❚ Better improved investments in our public Since the establishment of the Group member- services; and ship grew and regular meetings were held. A new three year strategy and year one action ❚ End to the public sector pay cap. plan was developed. The following key activities ICTU also played a key role in setting out a posi- under the strategy and action plan were under- tion on Brexit. However given the majority taken. Conservative Government elected on 12 Communication: The Group continued to make December and the pronouncement that the UK significant gains in relation to their communica- would leave the European Union on 31 January tion strategy. The website was regularly updated 2020 with no extension to the transition period with news, articles, campaigns and publications beyond 31 December 2020 there will be signif- and a series of e-zines were issued to branches. icant challenges for workers and trading both

General Issues A 8 General Issues Education and Awareness: One of the key stra- Representatives from the Love Equality Coalition tegic aims of the Group was raising awareness attended the NIPSA Annual Delegate Confer- and understanding of the issues faced by LGB&T ence; members. The following action was taken: Regular Love Equality bulletins were issued to NIPSA supported the Northern Ireland LGB&T branches providing updates on the campaign, Awareness Week (13-19 May 2019) and the Inter- how to get involved and useful resources. national Day of Action against Homophobia Following a successful campaign, on 22 October (IDAHO) on 17 May. As part of the week, NIPSA 2019 law to allow same-sex marriage in Northern reissued a series of slides that raised awareness Ireland was legalised. However, in November, it of LGB&T issues. was revealed under Government Plans same-sex NIPSA placed an advertisement in the 2019 couples in Northern Ireland will be able to apply Belfast Pride Festival Guide, took part in the for a civil marriage but will not be able to convert Belfast Pride Fair and Parade (26 July – 4 August). an existing civil partnership to a marriage, nor NIPSA also organised a lunchtime event on 1 will be able to get married in a religious cere- August 2019 which showcased NIPSA’s pres- mony. In response, the Love Equality Campaign entation at the 2019 Festival of LGB&T history on announced their intention to support legal ‘NIPSA activism on LGB&T rights’. action to be taken by a same-sex couple in a civil NIPSA took part in the Foyle Pride Festival (17-24 partnership, two Christian couples and a Chris- August) and the Pride in Newry Festival and tian Minister against the Government’s failure Community Fair (24 August to 1 September). to allow provisions for full equal marriage in NIPSA also donated £100 towards the organ- Northern Ireland. ising costs for both events; Gender Neutral Toilet Facilities: In further- To coincide with Foyle Pride, NIPSA organ- ance of the terms of Motion No 83, which was ised an LGBTQ+ Equality training event on 23 remitted at the 2018 Annual Delegate Confer- August 2019 in the NIPSA Regional Office, Derry/ ence (ADC), work had commenced on producing Londonderry. A similar event was organised for a conference paper and associated motion to Newry Pride but was cancelled due to the low be tabled at the 2020 ADC in order to facilitate number of attendees. a more informed debate on the introduction of gender-neutral toilet facilities in the workplace. Throughout the Pride Festivals NIPSA supported the LGB&T Health and Social Care Staff Forum Outing the Past – The Festival of LGBT History lunchtime stalls held in various hospitals. 2019: As reported in Section A7 of the 2019 Annual Report, NIPSA was successful in its appli- 2019 Belfast Pride Awards: NIPSA was nomi- cation to take part in the 5th Festival of LGBT nated in the Belfast Pride Awards under the cate- History. As part of the Festival, NIPSA presented gory ‘Pride Ally-Unions’ and narrowly missed out a paper on ‘The History of NIPSA Activism on in obtaining the award which went to UNISON. LGB&T Rights’ on Saturday 9 March 2019 in the Marriage Equality Campaign: NIPSA continued Ulster Museum and was awarded a Certificate to support Love Equality, the campaign group in recognition of its work. NIPSA was invited to calling for civil marriage equality in Northern submit an application for the 2020 Festival but Ireland. In the absence of a functioning decided not to take part and instead concen- Assembly the focus of the campaign turned to trate on building on the historical work already Westminster. In furtherance of the campaign conducted with a view to publishing NIPSA’s the following action was taken: historical journey. NIPSA signed up to a statement which centred Resolution No. 27: Work was due to commence on marriage equality as a children’s rights issue; in early 2020 to organise an event, to coincide with Northern Ireland LGB&T Awareness Week, NIPSA supported the march and rally on Saturday and produce branch material aimed at raising 18 May 2019 in Belfast; awareness and to campaign against the sexual assault and harassment of LGB&T workers.

Annual Report 2019 9

Motion No. 33 (Guillotined): A working group A9 Policy and Research Unit (PRU) was established and work was due to commence in 2020 on an information leaflet on the unique A major focus of the research analysis provided issues, concerns and discrimination of trans- during the year was to highlight and contrast gender and gender non-confirming people in the public policy facts on the ground (of under- the workplace. funded public services, staffing shortages and real pay crises) with the political rhetoric that A8 Pensions “austerity is over”. In particular this informed responses to the Treasury’s Spring Statement Throughout the year there continued to be a and the analysis of the full effect central govern- range of developments in respect of the provi- ment’s pay policy, set below inflation for nearly a sion of public service pensions. These continue decade, had on public sector wages. This reality to be considered by the joint Department of shaped discussion of and arguments for the Finance (DoF) and other sponsoring Govern- appropriate level for the 2018/9 Civil Service Pay ment Departments with the NIC-ICTU Public claim. Service Pensions Group under the auspices of The publication “Reforming the Petition of the Central Consultative Working Group. Concern: from ‘Concern’ to full citizenship” that During the year the Westminster Govern- argued for the delivery and protection of citi- ment intervened and stated that the expected zen’s rights in any future Stormont was released change to accrual rates for most public sector in early 2019. Discussion of the publication pensions (which would have been to the advan- and the issues it raised was also advanced in tage of members) were put on hold as a result PRU-led discussion at both the NIPSA Youth of a ruling on the McCloud case which stated and the NIPSA LGB&T Committees. A similar that 2015 scheme changes, and in particular use of research evidence to enhance broader the transitional protections for older members, campaigns was also possible through the PRU’s was discriminatory on the basis of age. NIPSA participation (drawing upon data on the costly together with other public sector unions have overuse and exploitation of agency workers) rejected that Westminster Government had the within the seminar series organised by Belfast right to unilaterally change take this decision Trades Council to support the anti-casualisation on the basis that pensions is a devolved matter. strand of NICICTU’s Better Work Better Lives Legal advice was sought to consider what legal campaign. options may be open to challenge this decision. Two other pillars of public provision that are McCloud Judgement: Late in the year it was under immense pressure – housing and health determined that the transitional protections were also the subject of research examination arising out of the 2015 scheme were discrimina- with substantive publications on both issues tory on the basis of age. At the year end work scheduled for release in early 2020. In rela- continued on this complex area to seek to work tion to housing, externally commissioned through a process to ensure that all current research examined how best to fund, support and past members who were in the ‘protected and develop the NI Housing Executive’s public period’ ie from 1 April 2012 are treated appropri- housing model. The research on health had a ately going forward. This complex piece of work longer term focus, linking the historic struggle in which NIPSA was heavily involved. for public healthcare to the current fight against market based “reform”. An “issues” pamphlet with which NIPSA members could challenge prospective MPs was prepared for the December 2019 General Election. This contained a number of wide-ranging questions for candidates and was framed around the idea of “don’t let them ignore the real issues.”

General Issues A 10 General Issues In this context members were encouraged to Communication: The Committee continued raise the issues of: austerity and its attack on to make significant gains in relation to their wages; privatisation/casualisation; attitudes to communication strategy. Work on the devel- social security protection – particularly in the opment of the NIPSA Youth Section continued context of the “cliff-edge” crisis of welfare “reform” throughout the year. The Committee also mitigation ending in March 2020; employment continued to successfully use social media by law; the Barnett formula; tax justice and the regularly posting on Facebook and Twitter. A protection of public sector assets. series of E-Blasts were also produced and issued to branches. A10 Youth Committee Mental Health and Suicide Awareness Event: Regular meetings of the Committee were held The Youth Committee, Equality Committee, throughout the year. The key areas of work were Health and Safety Committee and the LGB&T as follows: Committee agreed to work collaboratively to organise an event and produce a toolkit on Campaigning: The Youth Committee attended mental health and the workplace. The officers of numerous events, rallies and demonstrations each of the Committees planned to meet early in during the year in protest against the Govern- 2020 to take this work forward. ment’s continued programme of cuts to public services and jobs and in solidarity with striking Voting Age: On 15 January 2019, NIPSA Youth workers. The Committee worked in partnership participated in a ‘Let’s Talk – Young People with ICTU Youth, Students Unions and youth and Politics’ event organised by Youth Action organisations to upfront broader social issues Northern Ireland. The event was attended by around housing, education and health. The over 68 young people including school teachers Committee was also well represented at the and politicians. One of the debates, which NIPSA NIPSA Annual Delegate Conference, ICTU All-Ire- facilitated, was the lowering of the voting age. land Conference, May Day Parade, Marriage Following on from this positive engagement, Equality Rally and Pride Parades. NIPSA Youth organised a panel debate on 3 May 2019 in NIPSA Headquarters. The Panelists Building Union Capacity: One of the key included: Koulla Yiasouma, Commissioner for priorities for the Committee was developing Children and Young People; Philip Glennon Head an outreach programme to increase member- of Operations, Northern Ireland Youth Forum, ship of the NIPSA Youth Committee and union Dr Maire Braniff, Director of INCORE at University activism. The outreach programme focused on of Ulster; and Dr Elodie Fabre, Lecturer in Politics three strands: one to one contact with young and International Studies at Queen’s University. members; holding discussion events/panel The event was filmed by Northern Vision TV and debates; and exploring the establishment of a was broadcast in two parts on 8 and 9 May 2019 young workers forum under the auspices of NIC/ as part of their Round-Up series. Youth Action ICTU. In furtherance of these aims the following also aired radio interviews with young people action was taken: after the debate. Links to both the TV and radio a. A NIPSA generic email address was set up; broadcasts were posted on the NIPSA website. The General Council also submitted a motion on b. A letter from the NIPSA Youth Committee lowering the voting age to 16 and 17 year olds Chairperson was issued to all young to the 2019 Annual Delegate Conference which members; was endorsed by delegates. c. A branch secretary circular was issued asking for their support in engaging with young members and non-members to encourage youth membership and activism; and d. A postcard was produced encouraging membership of the Committee and circulated at Conference.

Annual Report 2019 11 Organisation and Administration A11 Appointment of Auditors John McVeigh & Co were reappointed at NIPSA Conference in May as NIPSA Auditors. A12 Donations

Organisation Amount Purpose Of Donation Alliance for Choice 200 Now for the North' theatre piece Ballymena Antrim & 100 To establish a new account District Trades Council Belfast City of Sanctuary 200 Great Refugee Picnic To campaign against end of Welfare Mitigations Cliff Edge Coalition NI 1,000 Package Concern Worldwide 250 Cyclone IDAI Appeal Towards the cost of the 2019 Mother Jones Cork Mother Jones 100 Festival Foyle Pride 100 Towards 2019 Foyle Pride Festival

GMB North West & Irish Region 250 Solidarity Fund Harland & Wolff

Medical Aid for Palestine 200 2019 Appeal

Newry Rainbow Community 100 Towards 2019 Newry Pride Festival

Newry Rainbow Community 600 Silver Sponsorship Package

NIPSA Global Solidarity Fund 7,500 Annual General Council donation to Fund

Sadaka 50 Eurovision - 'Nothing to Sing' Campaign

Trade Union Friends of Palestine 100 Night at the Races sponsorship

Trade Union Friends of Palestine 446 Shahaf Wiebein Visit April 2019 Contribution towards TUFP Conference 22/23 Trade Union Friends of Palestine 524 Nov 2019 Unite Ireland Camp 250 Harland & Wolff Stop Corporate Courts in current & future trade War on Want 200 deals Women's Resource & Development 90 Towards Childcare for All Family Event Contribution towards printing Women's Women's Resource & Development 30 Manifesto 2019

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

Organisation and Administration A 12 Organisation and Administration Below EO and A13 Headquarters Staff Totals EO Above During the year, the NIPSA Appointments Panel appointed Patrick Mulholland and Carmel Male 7 12 19 Gates to the posts of Deputy General Secre- Female 15 11 26 tary. In addition, the Appointments Panel also appointed Maria Morgan to an Assistant Secre- Protestant 10 6 16 tary vacancy. A competition to fill five Higher Executive Officer Catholic 10 14 24 vacancies was under way at the year end. Unclassified 1 3 4 In addition, the General Council approved the creation of an additional post at Executive Disabled 2 4 6 Officer level in the Regional Office. At the year end, consultation was under way with Unite on the Job Description/Personnel Specification for A14 Membership this post. The year end figures for 2019 and comparison Joint Negotiating and Consultation 2018 are listed below: Committee (JNCC): A number of meetings took place during the year. Trade Union side (Unite) Civil Public tabled a statutory industrial action ballot in Service Officers NIPSA September citing a range of issues. The result of 2019 16,557 24,859 41,416 the industrial action ballot was as follows: Are you prepared to take part in strike action? 2018 16,801 24,625 41,426 Yes 9 (33.3%) Increase/ -1.47% 0.94% -0.02% No 18 (66.7%) Decrease Are you prepared to take part in industrial action Male 7,564 5,374 12,938 short of a strike? Female 8,993 19,485 28,478 Yes 23 (79.3%) No 6 (20.7%) Membership records continued to be updated throughout the year with information given by Notice was served advising that industrial action employers and members. short of strike action would commence on 15 October. Following further exchanges, both Membership figures fluctuated during 2019 parties agreed to conciliation under the auspices with the end of year total 41416. There was a of the Labour Relations Agency. At the year end, marked increase on the number of applications the conciliation process was ongoing. processes during the year. 3589 were processed in 2019, an increase of 1164 on 2018. NIPSA Pension Scheme: The Trustees of the NIPSA Staff Pension Scheme met regularly Career Breaks: The practice of inviting throughout the year. The main issues dealt with members to retain their NIPSA membership were the Triennial Review and the Review of the whilst on a career break continued with the Scheme Rules. annual fee remaining at £10.00. A total of 33 NIPSA members registered their career breaks Composition of NIPSA’s Workforce: The moni- with NIPSA throughout 2019 and retained toring return for February 2019 to the Equality their membership. This included 7 civil service Commission showed the composition of NIPSA’s members and 26 public officers’ members. workforce as summarised below: Student Membership: Student membership

Annual Report 20192019 13

for Social Work and other relevant categories of A17 Trades Councils students at university continued with an annual fee of £10.00. No new student members were NIPSA continued to actively encourage Branches recruited in 2019. to affiliate to local Councils of Trade Unions. The Trades Councils to which NIPSA Branches A15 NIPSA Annual Conference were affiliated were: The 2019 NIPSA Annual Conference was held ❚ Antrim and ❚ Fermanagh; in Enniskillen between 29 May and 31 May Ballymena; 2019. 260 delegates attended representing 99 ❚ Mid Ulster; branches. ❚ Belfast; ❚ Newry; The Civil Service Group Conference was held on ❚ Causeway; 7 November 2019 in the Wellington Park Hotel, ❚ North Down Belfast. 137 delegates attended representing 67 ❚ Craigavon; and Ards; branches. At the year end, consideration was being given ❚ Derry; ❚ Omagh. to the venue for NIPSA Conference for 2022. A16 Services for Members A18 Union Learning At the beginning of the year, NIPSA’s Union Legal Services: The NIPSA Legal Advice Learning Project was into the fourth quarter of (Personal Matters) Scheme was used by 46 the second year of that current funding stream. members in 2019. The DfE had agreed that the Projects would Legal Services (Personal Injury): In 2019, 99 continue as usual for the third funding year new cases were submitted to the NIPSA Solicitor. having resubmitted revised targets taking into In the same period 84 closed of these 73 were account that the Union Learning Fund was won or settled with awards totalling £979,847 primarily to focus on Essential Skills. DfE would and the remainder were closed at a cost of not be funding other projects who fund learning £11,526 to NIPSA. for Continuous Personal/Professional Devel- Welfare Fund: 72 applications were received for opment (CPD) and fund courses at Level 4 and the Welfare Fund, of these 65 were approved by above in the new funding year. the Welfare Committee resulting in grants total- Union Learning Representatives (ULRs) ling £21,775. continued to promote Essential Skills and the Financial Services: Platinum Financial provided Union Learning initiative during the year. NIPSA, independent financial advice on all aspects of in conjunction with several employers, facili- financial planning. This included participating tated a number of Essential Skills Courses. in Pre-Retirement Seminars. The DfE in January 2019 completed an ICT Essen- Membership Plus Cards: The two year (2020/21) tial Skills Course in the North West Regional Membership Plus/NIPSA card was distributed College in conjunction with other Government to NIPSA members in December 2019. Further Departments. In Armagh Banbridge and Crai- offers were added throughout the year at www. gavon (ABC) Council work took place to assess mempershipplus.co.uk . the level of course that participants were going on. 5 courses took place in the 3 Essential Skills Specsavers: Premium Club discount vouchers (Numeracy, Literacy and ICT) that completed in continued to be available through NIPSA Head- February 2019 under the Pathways Project that quarters. our NIPSA ULRs had been instrumental in setting Abbey Insurance: Abbey continued to offer up. Further Essential Skills Courses were set up NIPSA members exclusive discounts on Car, following this that completed in June 2019. Home and Travel Insurance. NIPSA have also been working with Ards and

Organisation and Administration A 14 Organisation and Administration North Down Council to organise ES Courses on since the last conference were also presented the back of the success of the ABC Council. Ards their certificates. and North Down Council have set up a Learning The ULR Committee is elected each year at the Committee with their training department and annual conference in March. This year only 8 of other unions where NIPSA holds the chair position. the 10 ULRs needed to form the ULR Committee Due to demand, the Union Learning Project has were nominated and duly elected. After confer- organised an ICT ES Course to begin in January ence the new incoming ULR Committee met, 2020 for NIPSA members in BMC Millfield. Dwyer Henderson was elected as the ULR On 13 March 2019, NIPSA held its annual ULR Committee chair and Andrew Charles was Conference in the Wellington Park Hotel with elected as the vice-chair. The Committee wrote the theme of ‘Health and Well-being’. The ULR out to branches to seek volunteers to fill the Committee launched The Learning at Work Day 2 vacant spaces. As more than 2 nominees – ULR Event Toolkit to assist the ULRs in their were received, the criteria set out in the ULR work. An Awareness Day Calendar for 2019 was Committee Composition was used to select 2 also launched. The ULR of the Year was Andrew ULRs to fill these vacant spaces. The names of Charles and ULRs who completed their training the ULR Committee following Conference for 2019/20 was:

ULR Committee 2019/2020 Name Employer Branch Jackie Bermingham Dept. for Communities 126 Frank Cammock Dept. for Economy 34 Andrew Charles – Vice-Chair Ards and North Down Borough Council 530 Loughlinn Duffy Southern Health and Social Care Trust 733 Dwyer Henderson - Chair Armagh Banbridge Craigavon Borough Council 527 John McKeegan Libraries NI 560 Gerald McLernon Dept. for Communities 119 Mitch Morgan* Dept. of Education 23 Brendan O’Reilly Dept. for Communities 119 Jane Scott* Education Authority 516 Catherine Cleary* Dept. for Communities 113

* Mitch Morgan and Jane Scott were elected on The year ended with the NIPSA Union Learning 12 April 2019 to the Union Learning Committee. Project going into the third quarter of the third Mitch Morgan stood down from the ULR year of the 2019/20 funding stream. Work Committee in August 2019. Catherine Cleary was commenced on the funding application for the then co-opted on from the previous nominees new 3 year period from April 2020. and this was endorsed at the ULR Committee The end of the year saw 160 NIPSA ULRs, 96 Meeting on 11 September 2019. in the Civil Service Group and 64 in the Public The ULR Committee agreed that NIPSA’s annual Officers Group, 90 of these have been trained ULR Conference 2020 is to be held on 4 March in with 54 in the Civil Service Group and 36 in the the Council Civic Centre in Lisburn. Public Officers Group.

Annual Report 20192019 B Section Civil Service 16 B1 General Issues B1.1 Accommodation and Works Service be progressed. It is expected that the Central Whitley Council Executive Committee will meet ‘Hot Desking’: Trade Union Side met with in February 2020 to consider the Registered Management Side on 5 February and agreed to Disagreement. In the meantime, Trade Union put in abeyance the Registered Disagreement Side is awaiting copies of the current Reform of that had been lodged in 2018. It was further Property Management Business Case and the agreed that the pilot could run in NICSHR Good- Business Case for the Agile working trial. Trade wood House on the basis that NIPSA would be Union Side has also sought an assurance that fully consulted throughout the process and that Agile would not be extended to other depart- Trade Union Side and local Trade Union Side ments until it was fully evaluated. Management would be involved in the evaluation of the pilot Side agreed to consider this. before any rollout. Trade Union Side restated many concerns about desk ratios and implica- Public Service Management Committee tions for health, hygiene and disability reason- Transformation of NICS ICT Services: Further able adjustments and workstation assessments. implementation roll-out has now been delayed Trade Union Side met with local Trade Union with the likely deferment date being March 2020. Side and the Seconded Officers for the area in A business case for consultancy support for the March in order to ensure a consistent approach project was refused by Department of Finance and to establish a communication and knowl- and options are being considered. edge sharing strategy. ICT Workforce Strategy: NIPSA has provided a A first update meeting with the Management response to the ICT Workforce Strategy and its Project Team took place on 4 June at which six themes of Career Framework, Planning and it became clear that Management Side were Recruitment, Pay and Remuneration, Learning totally unprepared to engage formally and and Development, Communication and constructively as per the agreement reached Management of the Profession. NIPSA has also at the Whitley Executive on 5 February. When sought to engage PCS colleagues in Govern- Trade Union Side pointed out the agreed obli- ment Digital Services in Great Britain as the NICS gations and quoted from the draft minutes of Strategy is based upon their Digital, Data and that meeting, Management Side alleged they Technology Framework. had been ‘blindsided’ and after some further NIPSA has also nominated two representatives unhelpful discussions, Management Side left to sit on the NICS ICT Learning and Developing the meeting. Working Group. After some delay as a result of Management Side cancelling an agreed date, Central Whitley B1.2 Equal Opportunities Accommodation Committee meetings took place in October and November. Management Job-Share Pilot: Management Side advised Side advised that the Agile Project Pilot which they were proposing a job-share pilot for an had gone live in April on the 8th floor of Good- internal competition in the Information Service wood House and on the 7th floor in August for a Principal Information Officer. Trade Union would run until the end of December when Side raised concerns about the proposed pilot a formal evaluation would take place. Trade including the process proposed of ranking Union Side raised concerns that the Pilot was not job-share partners in the competition. Manage- sound, as it had not included all the elements ment Side advised they based the proposal on a that could properly test the practicalities of “hot Home Civil Service Policy which was in operation. desking” and sought an extension of the Pilot for Trade Union Side objected and raised a series of a further three-month period to test its effec- concerns including no formal Policy existed and tiveness. Management Side advised they were the proposal was potentially discriminatory. not prepared to extend the Pilot. Given that no Disability Leave Policy: During the year, Trade further progress could be made, it was agreed Union Side lodged a draft Policy for considera- that the Registered Disagreement should now tion.

Annual Report 2019 17

Menopause Policy: During the year, Trade ❚ All eligible satisfactory performers to receive Union Side lodged a draft Menopause Policy for one step progression with effect from 1 consideration. August 2018; Breastfeeding Policy: During the year, Trade ❚ All AA and analogous pay scales to be Union Side lodged a draft Policy on Breast- revalorised by 3%; feeding in the workplace. It was agreed Trade ❚ All points on all pay scales at AO analogous Union Side would join an NICS Women’s Network and above from minimum to maximum to be on Health and Wellbeing to address a range of revalorised by 1.25%; issues for women returning to work following maternity or parental leave. ❚ Any staff receiving less than a .1 25% consolidated increase to receive an additional Carers’ Guide: Following Trade Union Side non-consolidated, non-pensionable payment lodging a draft Policy for consideration, NICS to bring them up to the equivalent value of (HR) established a Carers’ Working Group to 1.25% of their salary at 31 July 2018 (for those come up with practical arrangements that will in NICS grades who are in receipt of a salary offer support to carers and guidance for line in excess of the maximum, the 1.25% would managers. Trade Union Side have shared a defi- be based on the scale maximum). For those nition of ‘what is a carer?’ Formal consultation on non-NICS pay scales, the 1.25% would commenced including seeking agreement on be limited to 1.25% of the equivalent NICS the Terms of Reference. General Service scale maximum). B1.3 2018/19 NICS Pay The Management Side indicated that the overall package was worth 2.05% on the NICS pay bill. As reported in B1.5 of the 2018 Annual Report, Trade Union Side viewed this as an extremely NIPSA lodged a claim in September 2018. The disappointing pay offer given the engagement key elements of the claim were: that had taken place over the previous months ❚ A 7% increase on all pay points including the with both Management Side and through maximum; engagement with a range of political parties. ❚ A 7% increase on all allowances; The Civil Service Group Executive Committee ❚ A review of all allowances to ensure they met on 2 May and, after considering the pay were reflective of an appropriate rate given offer, recommended rejection of the offer. In the majority of allowances had not been recommending rejection of the offer, the Exec- increased in over 15 years; and utive Committee also recommended that NIPSA immediately move to seek the neces- ❚ Further scale shortening for all scales from AA sary approvals to conduct a statutory industrial to Grade 6. action ballot. The industrial action ballot covered A number of meetings took place which primarily not just the pay offer, but also the decision by focussed on the Fixed Rate Allowances. On 22 Management Side to move to external corpo- November 2018, the Department of Finance rate competitions for Staff Officer and Deputy Permanent Secretary announced, without Principal posts without serious and meaningful engagement with Trade Union Side, that NICS consultation with NIPSA. pay would be capped at 1%. Following consultation with Branches on the Despite a series of meetings, there was no pay offer of .1 25% for grades AO to Grade 6 substantive progress on the issue of the quantum and 3% for the AA grade, the offer was rejected of the pay offer. and branches voted to engage in an industrial action ballot on both pay, terms and conditions. In late April, Trade Union Side received the The ballot opened on 7 June (the same day the following offer effective from 1 August 2018: Management Side notified NIPSA of their intention to impose the offer) and closed on 28 June 2019. The result of the statutory ballot was:

General Issues B1 18 B1 General Issues Are you prepared to take part in industrial The Civil Service Executive Committee was action consisting of a strike? scheduled to meet in early January to discuss the next steps in the campaign in more detail. Number of ballot papers returned: 5,937 Number of ballot papers found to be invalid: 114 B1.4 2019/20 NICS Pay Total number of ballot papers to be counted: 5,823 Following a Branch Consultation exercise, the Number voting: Yes 3,991 (68.5%) 2019/20 Pay Claim was lodged in September. The three key elements of the claim were as Number voting: No 1,832 (31.5%) follows: Are you prepared to take part in industrial a. An above inflation pay increase on both pay action short of a strike? and allowances; Number of ballot papers returned: 5,937 b. Pay restoration to address pay loss since Number of ballot papers found to be invalid: 98 2010; and Total number of ballot papers to be counted: 5,839 c. Further scale shortening for all scales from AA to Grade 6. Number voting: Yes 5,018 (85.9%) At the year end, no substantive negotiations had Number voting: No 821 (14.1%) taken place on the basis that Management Side Following consideration of the ballot outcome had not cleared a pay remit with the Depart- by the Civil Service Executive Committee, ment of Finance, Permanent Secretary. approval was granted to call a one day strike on 26 July 2019 with action short of strike action B1.5 Equal Pay commencing on 29 July 2019 in the form of: Equal Pay for members across the Justice areas a. Not attending or assisting in Staff Engage- continued to be a problem. A working group ment Forums; had been set up to take the issues forward but b. Refusing to undertake any voluntary duties; because of the collapse of the Northern Ireland and Executive, the Strategy could not be taken forward. c. Taking your proper breaks. However, in order to try to move the issue on, A further strike day was called for 3 October meetings were arranged with the Permanent 2019 with some members in Land and Property Secretaries of both the Department of Justice Services taking strike action on 30 September and the Department of Finance. Representatives instead, in order to impact on the business area. from each of the areas affected spoke at length Members were called upon to refuse to volun- of the concerns of members and gave details of teer for the C3 Brexit structures as part of the the impact on staff morale. Action Short of Strike Action. The Permanent Secretaries advised that only a In addition, a Pay Day Protest was held on 28 Minister could move the issue forwards as they August 2019. had no power to do so. NIPSA requested that Members in the Child Maintenance Service also legislation be examined to find a legal mecha- took two half day strikes on 20 and 23 September nism. NIPSA also requested information on all with a further two day strike on 2 and 3 January exceptional payments that had been made to 2020. other groups. Management Side forwarded the detail. However, in each case, there was relevant Members in the DfC Mail Opening Units in Lima- legislation allowing the payments to be made. vady and Coleraine also took selective strike action from 11.00am on 23 December to 3 NIPSA received a letter from the Permanent January 2020. Secretary of the Department of Finance advising that nothing further could be done. However, NIPSA is continuing to pursue the issue and will seek further meetings in the New Year. Annual Report 2019 19

A number of motions at the Civil Service Group how back pay issues could be resolved with Conference on the issue will also be taken employers. forward. B1.7 All Hours Worked Allowance B1.6 Holiday Pay All Hours Worked Allowance (AHWA): The Northern Ireland Court of Appeal’s decision Management Side advised they intended to to uphold the ruling of the Tribunal decision review the AHWA, which was previously a DOE in Agnew v The Chief Constable, Police Service Departmental allowance payable to staff with no Northern Ireland, the Northern Ireland Policing conditioned hours to remunerate post holders Board was a major victory for workers’ rights. for additional hours worked and the need to Police Officers and civilian staff supported by be available. Following the dissolution of DOE, NIPSA brought claims to the Tribunal that there the allowance continued to be paid to a small had been unlawful deductions from their pay number of Wardens and Assistant Wardens only under Articles 45 and 55 of the Employment in DAERA and DfC. Terms of Reference for the Rights (Northern Ireland) 1996 and in the alter- review were drawn up by Management Side and native under Regulation 30 of the Working these were under consideration by Trade Union Time Regulations (NI) 1998 Regulation 43 of the Side. Trade Union Side met with Management Working Time Regulations (NI) 2016 that there Side on 21 February and agreed a Candidate had been underpayments of holiday pay. The Information Booklet for vacant posts attracting Tribunal upheld their claims in the main, with the allowance could be published citing the the Respondents’ case only being upheld on the allowances were under review. issue of the divisor calculating the amount owed being 365 days and not the 260 put forward by B1.8 Employee Contribution Rates the claimants. An Employee Pension Notice (EPN) was issued The Chief Constable, PSNI and the Northern in March 2019 to remind scheme members of Ireland Policing Board appealed the decision. employee contribution rates and applicable A cross appeal was also lodged by the Police salary bands from 1 April 2019. Following issues Officers and NIPSA’s Police staff members on raised by Trade Union Side regarding problems the divisor of 365 days. The Court of Appeal connected with a late pay award as reported in judgement upheld the original Tribunal judge- Section B1.8 of the 2018 NIPSA Annual Report. ment. However, it went further and upheld the A positive outcome was achieved with arrears of cross appeal on behalf of the claimants. The pensionable pay being included from the calcu- Court of Appeal determined that the calculation lation for setting employee contribution rates. should be based on the actual working days. In addition, employee pension contribution The outworking of that added approximately a thresholds at 4.6% and 5.45% were aligned with further £10million to the back pay claims. NICS Pay and Grading structures. The judgement applied to and had implications These changes came into effect on 1 April and for every employer in Northern Ireland. resulted in around 28% of the membership of In response, the PSNI sought to lodge an appeal the CSP scheme mainly at AO grade paying less to the Supreme Court. By the end of the year, the in employee pension contributions with no-one Supreme Court had still not ruled on whether paying more. they would allow an appeal. Revised rates for all scheme members were as NIPSA, however, continued to lodge cases across follows: all areas of the union. NIPSA also entered into without prejudice talks in a number of employment areas across both the Civil, Public and Voluntary services on how the issues of payment going forward could be implemented and

General Issues B1 20 B1 General Issues Scheme Year 1 April 2019 to 31 March 2020 Annualised Rate of Pensionable Earnings % Contribution Rate (Salary Bands) for All Members From To From 1 April 2019 to 31 March 2020

£0 £23,500.99 4.6%

£23,501.00 £54,500.99 5.45%

£54,501.11 £150,000.99 7.35%

£150,001.00 and above 8.05%

B1.9 Northern Ireland Civil service (NICS) Pensions Forum The NICS Pensions Forum met four times during the year and dealt with a range of issues impacting on scheme members. The two main issues dealt with was the review of employee pension bands (See B1.8) and the McCloud judgement (See A8).

Annual Report 2019 21 B2 Personnel Management B2.1 Employee Relations Project a strategy of alerting Departments to the seriousness of concerns raised and potential nega- (Formerly ER Standardisation) tive impacts on the operational frontlines within Discussions were ongoing at Central Whitley in Departments. relation to the Employee Relations Project. The However, as part of the argument in support of scope of the project included, amongst other their proposals, Management Side stated as fact things, Performance Management, Sick Absence that in 3 of the biggest departments, DfC, DAERA Management, Grievance, Discipline and Dignity and DoF, the line managers already conduct at Work. The main intention of the ER Project review meetings and consideration of warning was to delegate to line managers much of the meetings. New paperwork, including guidance work that was performed in NICS HR. for line managers and revised letters for staff Despite Trade Union Side’s objections, the first who are absent on sick leave, were devised. changes that took place were in relation to Management Side advised Trade Union Side of the Performance Management Policy. These their intention to proceed to roll-out Stage 1 of changes, which became effective in April, the process, including the new process letters, to affected the management of underperforming the whole of the NICS. staff and the procedures for dealing with staff The timescales initially provided to Trade Union who had received an unsatisfactory report. Side for the roll-out of Stage 1 were: Management Side agreed to evaluate the changes and to consult further with Trade Union DfC , DoF, DAERA and DE: July Side on foot of the evaluation. TEO, DfE and DoH: August Management Side set out their intention to DfI, DoJ and PPS: September roll-out the delegation to line managers of the Sick Absence Management process in 3 stages; Those dates subsequently slipped in some areas. Trade Union Side continued to raise objec- Stage 1: Conduct review meetings. Conduct tions to the roll-out of Stage 1 but, in particular, meetings to consider written warnings and final Trade Union Side objected to line managers written warnings. Conduct appeal hearings for conducting appeal meetings not least because written warnings and final written warnings. it is outwith the provisions of the Staff Hand- Stage 2: Apply early intervention/support book which provides for decision makers to procedures. hear appeals. For that reason, Trade Union Side Stage 3: Manage staff sick absence casework. were able to insist that the Management Side Make written/final written warning decisions. should not roll-out that 3rd element of Stage 1. Decide on outcome of appeals for written warn- Trade Union Side could not, however, persuade ings and final written warnings. Management Side not to roll-out the other elements of Stage 1. Given that a large number Trade Union Side strongly objected to the very of line managers across 3 departments were concept of this project and objected to the already conducting reviews and consideration stated aims. Management Side were advised of warning meetings, Trade Union Side did not Trade Union Side would not be agreeing to believe it was prudent to instruct members in line managers taking responsibility for absence other departments not to conduct these meet- management for a whole host of reasons ings. Trade Union Side continued to still resisting including, inter alia, resource implications for the roll-out of all other elements of the Absence line management, staff reductions in NICSHR, Management process. training and knowledge deficits, unrealistic timescales, data security, concerns about legal Trade Union Side also continued to oppose the liability and the negative impact on working delegation to line managers of the processes in relations between staff and line managers. Trade relation to Grievance, Discipline and Dignity at Union Side called a meeting of Departmental Work and managed to persuade Management Secretaries to heighten awareness and to pursue Side to shelve discussions on those elements

Personnel Management B2 22 B2 Personnel Management and to postpone the proposals for the Depart- staff. However, since not all departments were ment of Finance to pilot the introduction of all recruiting externally, Trade Union Side sought the elements which was planned for early 2020. the rationale for some Departments going to Whilst Trade Union Side had some success in external recruitment whilst others are using delaying the involvement of line managers in internal trawls based on the same NISRA data. hearing appeals and in dealing with grievance, The information from Management Side has not discipline and dignity at work, Trade Union Side yet been received. have not been able to change the key aims of Grade 7 Competition: Trade Union Side met the ER Project. Trade Union Side, therefore, gave with Management Side on 30 January and informal notice of intention to Register Disa- restated serious objections to the Grade 7 greement. A meeting planned for November, competition both in relation to the use of the had to be cancelled by Management Side at psychometric tests which had been found to short notice. A meeting is due to take place in have caused a discriminatory effect in relation to early February 2020. the Grade 5 competition and also in relation to In the meantime, the new version of the process, the IT problems associated with the test which with improved sick absence template letters and had also occurred during the Grade 5 compe- guidance, was rolled out on a department by tition. A total of 63 Grade 7 candidates were department basis in those departments where recalled to “complete” their test but this led to line managers were not currently conducting problems as not all of those who had experi- review meetings and consideration of warn- enced technical problems were given an oppor- ings meetings. In those departments where line tunity to complete their test and others felt that managers were already conducting those meet- the opportunity to reopen the tests had given ings, would roll out in early 2020. some candidates an unfair advantage. NIPSA sought figures for the success rates for those B2.2 Selection and Development candidates invited back to complete the test and challenged the NISRA view that the 10% discrep- Grade 5: Trade Union Side met with Manage- ancy was not a significant deviation between ment Side and restated serious objections to those who availed of extra time and those who the Grade 5 competition through which only did not. Trade Union Side also pointed out that 14 of the 497 candidates who applied were there had been no agreed process under which appointed. In particular, Trade Union Side raised members could challenge the outcome of this concerns about the NISRA statistical analysis of part of the competition. There was no clarity the competition which showed that the psycho- for example on who would hear any grievance metric assessment process had a discriminatory lodged as a result. Furthermore, Trade Union effect on some Section 75 categories. Despite Side repeatedly requested the NISRA analysis on the clearly stated view within the NISRA report, this competition which remained outstanding. Management Side argued that numbers were Management Side stated that the information statistically too small to be relevant and refused could only be provided when the competition to acknowledge that the use psychometric has finally been concluded even though this has testing could be causing inequality of opportu- not been the case in relation to previous compe- nity. titions. Trade Union Side agreed to consider all Trade Union Side also raised concerns that aspects of the G7 competition when the NISRA small numbers of Grade 5s appointed from the statistics have been received and will request a competition had given rise to a lack of supply full evaluation of all aspects of the process. at the grade which then led to a number of Staff Officer/Deputy Principal External Departments seeking to recruit for individual Competition: On 7 January Trade Union Side posts. Trade Union Side became aware that met with Management Side for an informal some departments had sought to fill posts meeting to discuss resourcing principles arising by external recruitment citing differentials in out of the People Strategy. At this meeting relation to equality statistics among existing mention was made about the potential in the

Annual Report 2019 23

future, to move to external recruitment and consultation with NIPSA. The CWC Executive that Management Side had been looking at met on 12 September to hear the Registered other public sector organisations in Britain and Disagreement. Following the meeting, Manage- the Republic of Ireland in relation to how they ment Side set out their position in a letter dated recruit. Management Side stated that internal 26 September. The letter advised that while promotion boards were ‘unique’ to the NICS and Management Side had a clear understanding of that they were looking at high level options and the NIPSA position, Management Side remained would come back to Trade Union Side after they of the view, that in all the exceptionally pressur- had ‘put some meat on the bones’. Management ised circumstances of having to fill a significant Side had indicated that any new recruitment number of posts including a number of urgent policies would be developed over the following EU Exit posts, the consultation regarding the use 12-18 months in consultation with Trade Union of open competition for SO and DP was appro- Side. Trade Union Side indicated willingness priate, proportionate and conducted in line with to enter into negotiations on these issues via the requirements set out in the Trade Union the Whitley arrangements but also stated their Arrangements section of the Handbook. opposition to external recruitment as the default NIPSA did not accept the Management Side’s method of filling vacant posts. Trade Union Side view. The Judicial Review hearing, which had subsequently met with Management Side at a been scheduled for 29 November, has been meeting on 30 January on Selection and Devel- deferred until early 2020. opment issues at which there was no mention of external recruitment boards. NIPSA had also raised equality concerns in relation to the SO/DP competition arising from the On 1 March, a letter was received from Manage- continued use of psychometric testing in the ment Side to inform Trade Union Side that process despite the published reports indicating external recruitment at the Staff Officer and inherent adverse impact in respect of: Deputy Principal grades would be launched and cited Brexit as one of the factors that led Gender: males reported higher psychometric to this decision. Trade Union Side responded test scores than females. expressing anger and alarm at the way Manage- Age: the 40+ age group was least successful. ment Side had dealt with the issue and pointing out their responsibilities under, and breaches of, Religious Belief: Roman Catholics reported the Whitley arrangements and in particular the consistently lower scores than Protestants. general principles around promotion and selec- Following legal advice NIPSA wrote to members tion. Trade Union Side also demanded a pause in to advise that a tribunal case would be lodged the process to allow time for the CWC Selection and inviting members who felt they had been and Development Committee to meet to discuss adversely affected to add their names to the the issue. tribunal proceedings. The cases for approx- After further exchanges of correspondence, imately 240 members were lodged with the the Committee subsequently met on 4 April at Office of the Industrial Tribunal and Fair Employ- which Trade Union Side restated their opposi- ment Tribunal on 10 September in relation to tion to external recruitment at these grades and the potentially discriminatory effect on some requested that the memo announcing this to protected categories of the psychometric testing staff be withdrawn. Management Side stated that element of the external competition. as this had been a decision taken by NICS Board Personal Secretary Competition: Trade Union they did not have the authority to withdraw the Side continued to press for an external compe- memo but would relay the concerns of Trade tition for the Personal Secretary discipline. Union Side to the Board. Following this meeting Management Side initially contended that NIPSA Registered Disagreement, sought legal recruitment to the grade was no longer necessary advice and subsequently lodged papers with the as technology had replaced some of the skills and court for a Judicial Review of the decision by the qualifications necessary. Management Side also NICS to proceed to external competition without raised concerns regarding the allowances paid.

Personnel Management B2 24 B2 Personnel Management Trade Union Side succeeded, however, in making the case for the continuing need for the very unique skill-set of Personal Secretaries. After consultation with the affected members in the grade, Trade Union Side reached agreement with NICSHR on a new recruitment competition for Personal Secretaries and the necessary revisions of the allowances paid in preparation for a new competition. The agreement fully protects the allowances paid to existing personal secretaries now and in the future. The competition which opened on 27 May and closed on 14 June was expected to fill all the personal secretary vacancies that were currently being filled by administrative staff who are not in the Personal Secretary cadre. AO Competition: Trade Union Side had, for many years, been contending that the Manage- ment Side of the NICS should address, as a matter of urgency, the high number of agency staff employed to fill posts in the NICS. In the latter half of the year, Trade Union Side succeeded in persuading the NICS to launch a new AO competition to address the overuse of Agency staff across the NICS. After considerable discussion in relation to the Candidate Information Booklet, particularly around the issue of working patterns, agreement was reached which protected current and future employees, particularly those in the Department for Communities, from the employer making unilateral changes to individuals working patterns. The Administrative Officer Competition launched on 9 December with a closing date of 23 December.

Annual Report 2019 25 B3 Group Reports B3.1 Department of Agriculture, which was commissioned on 25 March 2019, DAERA received a further allocation of £1.2m Environment and Rural Affairs (DAERA) resource which was mainly on INTERREG (£1.0m) Finance: The Department provided briefing and £4.0m depreciation. The opening allocation papers throughout the year to inform discussion included additional funding for Brexit (£5.9m). on this topic at Whitley meetings. In relation Whilst there was no formal June monitoring to funding for 2019/20, the Secretary of State round, DAERA had been working closely with for Northern Ireland announced, in February DoF in order to secure further Brexit funding. On 2019, the Northern Ireland budget alloca- 25 July 2019, DoF confirmed that DAERA would tions for 2019/20. This included for DAERA a receive an additional £5.0m resource funding for resource DEL (recurring expenditure) allocation Brexit costs and, on 2 September 2019, an extra of £203.1m, ring fenced depreciation of £22.8m £5.9m for a no deal preparedness. This brought and a DEL allocation of £86.0m. On resource, the total Brexit funding to £16.8m. The total this was £13.2m more than the rolled over budget therefore for DAERA for 2019 was a DoF DAERA budget base line. As part of the Depart- approved position of £215.1m. This is analysed ment of Finance (DoF) “post budget” exercise, by group as follows: Table 1: 2019/20 Allocated Budgets

Resource Ring fenced Total Capital £m Group £m D/I £m Resource £m

Food and Farming 55.2 4.1 59.3 21.3

Veterinary Service and Animal 52.4 3.3 55.7 1.5 Health Environment, Marine 41.6 4 45.6 11.5 and Fisheries Rural Affairs, Forest Service 23.3 1.6 24.9 23.4 and Estates Transformation

Corporate Services 42.6 13.8 56.4 28.3

DoF Approved Position 215.1 26.8 241.9 86

Trade Union Side continued to receive regular Brexit (All Divisions): Brexit was the top priority budget updates at each of the Whitley Sub-Com- for DAERA this year and as a consequence, there mittees meetings where a range of topics were was detailed and regular consultation with the discussed. Trade Union Side was particularly Trade Union Side on a wide range of staffing concerned with the rising overtime spend and operational issues. To encapsulate the chal- within the Environment, Marine and Fisheries lenges ahead, the following communiqué was Group. There would always be a need for over- issued to all Brexit divisions: time within this group for fish farms etc although “Brexit will continue to present challenges Trade Union Sides concern was the effective- whether we leave the EU with a deal or No ness of enforcement activities to justify the large Deal. Whilst Brexit teams within the Environ- expenditure. Management Side undertook to ment Marine and Fisheries Group (EMFG) have look at this area and as a result have been able been established and will continue to respond to reduce any unnecessary spend in this area. to Brexit demands, there is the ongoing need to balance Brexit priorities with business as usual

Group Reports B3 26 B3 Group Reports requirements – something which is being kept After the MERP was activated on 2 September, under constant review”. responsibility for facilitating Gold Command During the many consultation meetings and (and formerly the Shadow Strategy Group) briefings with the Trade Union Side Trade Union was undertaken by the Division staff. BCPD Side welcomed the additional budgets dedi- has continually engaged with industry in 2019 cated to Brexit but constantly raised a number through stakeholder meetings, information of issues affecting and impacting staff as a result events, Trade & Agriculture Committee meet- of the fallout from Brexit. Trade Union Side tire- ings, and one to one meetings with businesses, lessly raised the issue of workloads for both staff eg Kingfisher exercise meetings. Information working on Brexit and those left behind working gathered from DAERA staff at industry meetings on business as usual requirements. Given the and other sources was used to produce a regular priority of Brexit and staffing up all areas of Brexit industry intelligence report. related work meant that those left behind were The Division worked with colleagues across under pressure trying to cope with a reduced the Department for the Environment Farming workforce. Although some work slowed down and Rural Affairs (DEFRA) on schemes for sector and some paused it was not enough given the support to help primary producers deal with number of staff which had transferred to Brexit economic shock in the event of a No Deal. The work. The was evident by the number of calls Division facilitated ‘commodity journey’ work- from concerned staff of all grades about this shops for DEFRA across various sectors in issue. The situation in some way has been alle- September and October 2019. Staff from DAERA viated with a number of recent recruitment and a number of Government Agencies partici- competitions although this process was very pated and contributed. slow in filling the gaps. Trade Union Side has The Division worked closely with DEFRA to continued to advocate for measures to resolve review and update, on a regular basis, the the staffing demands by whatever means avail- assessment of food supply. Staff also liaised with able to DAERA or from within the NICS as a Cabinet Office and other NICS Departments on whole. Public Sector Food Supply, the Emergency Food Brexit Contingency Planning Division (BCPD): Supply Information Bill. Work in Brexit Contingency Planning Division Staff in BCPD provided support to the DAERA (BCPD) continued at pace throughout 2019, to Departmental Operation Centre (DOC) which prepare for exit dates in March and then April, would be embedded in the C3 structures and and then for 31 October. Contingency plans arrangements when it is officially stood .up The were revised, renewed and, where necessary, uncertainty of Brexit provided ongoing chal- further developed and enhanced during the lenges for BCPD and going forward, the Division summer. This included updating assumptions, would support the recovery phase as directed revisiting and strengthening mitigation actions, by Gold Command. In relation to each of these and, where necessary, carrying out further issues there was ongoing and meaningful testing and exercising. consultation with the Trade Union Side. In June 2019, a ‘lessons learned’ workshop was Brexit Legislation: The Food and Farming Group organised in Loughry Campus. This involved all (FFG) made seven NI Statutory Rules (SRs) at the DAERA Business Areas and arm’s length bodies NI Assembly in the 12 months to October 2019 that had worked on No Deal mitigations. An amending domestic legislation that enforces or online survey was also sent to all staff and implements EU legislation. These SRs were laid SOLACE members. BCPD took lead responsi- by Negative Resolution meaning that MLAs will bility for all EU exit communications and a series have the opportunity to vote against the legisla- of actions were undertaken to enhance internal tion, if necessary, in future. and external communications. The website was updated on a regular basis. FFG contributed to five NI Statutory Instruments (SI) at Westminster to address post exit opera- bility issues under the EU (Withdrawal) Act 2018.

Annual Report 2019 27

FFG staff scrutinised and provided advice in rela- exercise on a future agricultural policy frame- tion to Northern-Ireland specific issues on more work and the responses were published in June. than 35 DEFRA-led UK-wide SIs covering Equine These would help shape the debate on future Identification, Common Market Organisation, agricultural support arrangements and inform Common Agricultural Policy Direct Payments, future Ministers. Rural Development and a new UK Geograph- Projects were established to collate evidence, ical Indications Scheme. At the close of the year, identify gaps and develop future policies. This some 11 UK Exit SIs were still being drafted or work was being supported by further engage- going through the Parliamentary process. ment with industry and a broad range of FFG contributed to FASNI-led work on future stakeholders across the food, farming and envi- food labelling arrangements and a number of ronmental sectors and other parts of govern- other SIs. ment. Final decisions on future agriculture policy Brexit Operational Preparedness: Sustain- would, of course, only be taken by Ministers. able Agri-Food Development Division (SAFDD) In respect of the transition period immediately continued to contribute to detailed DEFRA-led after the UK leaves the EU, a further stakeholder operational plans and working level arrange- engagement exercise on the specific issue of ments to ensure that services and functions the unit value of Basic Payment Scheme entitle- continue to be delivered on Day 1 of exit in a No ments was undertaken between 4 July and 30 Deal scenario. This included the development September. Work was ongoing to analyse these. of a new UK Geographical Indications Scheme, In relation to each of the issues identified above and the continued provision of Common Market there was ongoing consultation and negotia- Organisation (CMO) Schemes (public inter- tions with Trade Union Side through the appro- vention) (PI), private storage aid (PSA), crisis priate Whitley machinery. response, marketing standards, producer organisations, school milk, promotions, wines and Workforce Planning: The Environment Marine residual EU reporting requirements. and Fisheries Group (EMFG) continued to experience a considerable number of vacancies, Brexit Division: Brexit Division continued to with the Group’s non-Brexit staff in post figure provide a central role across DAERA for key work being 55 FTEs below the approved ceiling for programmes necessary to facilitate EU exit. The EMFG (as at 1 October 2019). The Group was Division had ongoing engagement with Trade successful in filling Brexit vacancies, but often Union Side, staff, other Stakeholders, The Execu- at the cost of staff moving from non-Brexit tive Office and Whitehall Departments including posts, which then required the lengthy process DEFRA. Work continued at pace across a wide of backfilling the non-Brexit posts. The normal range of issues including operational prepared- churn of staff (transfers, promotions, retirements ness; input on alternative arrangements to the etc) also contributed to the static numbers. backstop; co-ordination of Common Frame- However, the external Scientific Officer compe- works and Working Level Arrangements; liaison tition conducted during 2019/19 was helping with DEFRA on future economic partnership to address the backfill issue and DAERA were with the EU and co-ordination of Primary and continuing to work closely with NICS HR to fill Secondary EU exit legislation for DAERA on the priority posts up to their permitted ceiling. UK Agriculture Bill and Direct Payments (Legisla- tive Continuity) Bill. C3 – Command, Control, Co-ordinate: C3 preparations moved quickly in October/ A number of additional staff joined the Division November to help to respond to the potential [from both the SO/DP competition and from effects of a No-Deal EU exit on our stakeholders. internal temporary promotion opportunities]. The central element of DAERA’s C3 response Staff participated in a successful away day in was the DAERA Departmental Operating Centre May and a further day took place in November. (DOC) which would serve as the core informa- Work was completed on the analysis of the tion gathering, assimilation and distribution 1,300 responses to the stakeholder engagement centre for the Department.

Group Reports B3 28 B3 Group Reports Through a wide network of contacts at regional Climate Change Agenda within the EPD: and national level, the DAERA DOC would There was an acknowledgement that public and ensure the right information, in the right detail, media interest in climate change was high due to gets to the right place at the right time to enable public campaigns and figureheads such as David decision-makers at all levels to make informed Attenborough and Greta Thunberg. DAERA choices. This was particularly important for launched Northern Ireland’s second Climate DAERA Gold and Silver commands but also to Change Adaptation Programme in September provide situational awareness for all DAERA staff. 2019 which set out NI’s response to the risks Whilst the DAERA DOC was not external facing we face from a changing climate over the next and would not handle calls or communications five years. DAERA was seeking to re-energise directly from the public or businesses, it would cross-departmental action on mitigating green- be alive to EU Exit impacts across the region and house gas emissions through the Future Gener- would help to inform DAERA’s response. ations Group. Within DAERA, a task and finish The DAERA staff involved in C3 were attending group was set up to look at how we reduce emis- refresher training and had taken part in a range sions from agriculture. Effective climate change of regional and national exercises to test and mitigation and adaptation cannot be achieved prove structures and communications channels. by central Government alone and would require action across society. All business groups within DAERA were engaged through a network of Business Co-ordinators Trade Union Side acknowledged the challenges and had worked tirelessly to establish effective ahead for DAERA at the Whitley AGM held in information flows in order to meet customer December 2019 and advised it wanted to be needs. consulted on key issues moving forward on this major policy objective. The DAERA C3 structures operated in ‘Light’ mode from 7 – 29 October. With the exception Delivering Programme for Government (PfG): of a small number of core team staff, service for This was a subject matter that was discussed all other participants was limited to core hours with the Trade Union Side throughout the year as only. Staff who are eligible for allowances due to it has significant policy and staffing implications. their service in the C3 structures would be paid The DAERA Permanent Secretary was the owner as normal under their standard terms and condi- of Programme for Government (PfG) Outcome tions. 2 – “we live and work sustainably protecting the environment.” Whilst other parts of the depart- The Executive Office (TEO) would provide further ment were contributing to PfG in some way, guidance regarding the ‘completion payment’, EMFG was the only part in DAERA which had although it was worth noting that Project Yellow- specific responsibility for any PfG indicators – hammer remained in force and was unlikely they are delivering five out of the six environ- to be completed in the short to medium term. mental indicators for Outcome 2. This brought DAERA would liaise closely with TEO with regard with it additional reporting and governance to next steps. requirements for EMFG staff. There were also Sincere thanks were recorded to the many staff challenges to be met in ensuring that they can who had shown great commitment and flexi- “turn the curve” and deliver improvements for NI bility in their readiness to help with this impor- citizens, particularly regarding climate change tant work. It was recognised the valuable skills and greenhouse gases, water quality, air quality that were developed by DAERA staff in the estab- and preserving the biodiversity of our habitats lishment of the C3 structures and DAERA would and species. In addition, budget constraints be seeking ways to maintain these skills going had the potential to impact on what we can do forward for the inevitable emergencies that may alongside the impact of having no Minister in face our citizens in the future. place. It was also an area of the department’s work which required high levels of collaborative In relation to each of these issues there was working with other NICS departments. ongoing consultation and discussions with the Trade Union Side.

Annual Report 2019 29

Food and Farming Group development of their leadership and manage- College of Agriculture, Food and Rural Enter- ment skills. prise: The College of Agriculture, Food and Rural This year saw the transfer of Grade III staff moves Enterprise (CAFRE) continued to deliver Knowl- from EU Area Based Schemes Division to CAFRE edge Transfer Programmes on a part-time and as advisors. This was quite contentious at the full-time basis across the disciplines of agricul- time and the communication to staff by CAFRE ture, horticulture, food, equine and agri-food raised many concerns with those involved in business. Last year, over 10,897 people across this transfer. CAFRE were slow to consult on this the agri-food industry benefitted from CAFRE issue although once meaningful consultation training. In the 2018/19 academic year, 1,700 with Trade Union Side took place we were able students were enrolled on CAFRE higher and to influence both CAFRE and NICSHR and work further education programmes and in June through staff concerns to ensure a smooth tran- 2019, 587 students graduated with a qualifica- sition. tion at Level 2 or above. Regular meetings were held with the Manage- Knowledge Transfer Programmes were also ment Side to address many other areas of change offered to people who were already employed within CAFRE in 2019. in the agri-food industry. CAFRE delivers four EU Area based Schemes: DAERA continued to schemes funded through the Rural Develop- be the best performing Paying Agency in the ment Programme (2014-2020). The Business UK with 98% of eligible farmers receiving a full Development Groups (BDGs) scheme currently or balance payment in December 2018. The have 2,914 farmers and growers enrolled on 149 2019 application campaign had achieved 100% groups and since 2016, over 8,800 farmers have of applications submitted online. Tranche 3 participated in training programmes offered of the Environmental Farming Scheme (EFS) as part of the Farm Family Key Skills (FFKS) was successfully launched with 2,963 appli- programme. The Farm Innovation Visit scheme cations received. Plans were under consider- was currently being piloted to enable farmers ation to launch Tranche 4 in 2020 in order to and growers to see, at first hand, innovating maximise uptake before the Rural Development technologies within the EU, not yet available in Programme ends in December 2020. Staff collab- Northern Ireland and the Innovation Technology oration across the Department in conjunction Evaluation Demonstration Scheme (ITEDS) with advancement in IT systems was delivering was launched to allow farmers to demonstrate quality services through the Customer Support technologies and innovate approaches to their Model and were instrumental in making a differ- farming peers. A new pilot European Innova- ence for farmers and the wider rural economy. tion Partnership was currently being devel- EUABS would endeavour to maintain payment oped which would fund groups of farmers and performance and meet customer expectations advisers/experts to work in partnership to find following Brexit and a period of uncertainty. innovative solutions to current issues. There was resourcing pressures but action was A Future Strategic Working Proposal between being taken in consultation with the Trade Union DAERA (CAFRE) and AFBI was currently being Side to try to address them. developed to deliver an enhanced Research, Training – Knowledge Framework: The Knowl- Education and Knowledge and Technology edge Framework, a high level educational and Transfer provision to the industry. knowledge transfer strategy for DAERA, was CAFRE was actively engaged in vacancy manage- published in January 2019 and was the subject ment and delivery of staff induction training of consultation with Trade Union Side. The and mentoring programmes for all new staff Framework sets out the rationale for DAERA’s who had joined CAFRE, either on recruitment or involvement in education, training and tech- transfer. CAFRE have commenced a dedicated nology exchange; the nature of interventions; grade II Training and Development Programme and the outcomes that DAERA seeks to achieve. for newly appointed Grade II staff to assist the Through the Framework, DAERA’s aim was to

Group Reports B3 30 B3 Group Reports ensure that individuals, organisations and busi- Professional Development: Trade Union Side nesses within the agri-food industry had access raised the issue of Professional Fees and their to high quality, relevant and accessible educa- payment as some members had incurred costs tion, training and technology exchange to in good faith with no sign of reimbursement. improve productivity, resilience, environmental Management Side assured Trade Union Side performance and sustainability. Outcomes that staff would be reimbursed Professional of the Framework included increasing educa- Fees expenditure which was essential for them tional attainment within the agri-food sector, to undertake their role. Management Side put a increasing uptake of lifelong learning, ensuring greater emphasis on this going forward and this positive outcomes from independent quality year saw approval of payment of Professional assessments of education and training provi- Fees for relevant bodies. This should enhance sion, ensuring good knowledge transfer from training and development opportunities and research and high customer satisfaction across encouraging continuous professional devel- al agreed programmes. A Programme Manage- opment. A number of staff information events ment Board was established to oversee imple- have been held with a range of professional mentation of the Framework, made up of senior bodies and staff membership applications are staff from across the Department and from the being processed. Department of the Economy. This group iden- Science Transformation Programme: Consul- tifies, allocates lead responsibility and oversees tation on the Science Transformation Programme the projects that would contribute to delivering began between Trade Union Side and Manage- the Framework outcomes. Ten projects were ment Side in 2018. The need for this programme currently established under the Knowledge required a review of Department’s wider science Framework. needs and priorities following the inclusion of Chief Scientific Adviser’s Office: The Chief the environmental functions of the former DoE, Scientific Adviser’s (CSA) Office continued to the Inland Fisheries functions of the former DCAL ensure that science evidence and advice for and the policy responsibility for sustainability departmental policies and decisions was robust, within the DAERA umbrella. This would there- relevant and high quality. It leads on the commis- fore be reviewed alongside the Department’s sioning, monitoring and evaluation of research existing commitments to carry out a scoping and development to meet the Department’s study of DAERA science and a review of the Agri evidence and innovation needs and provides Food and Biosciences Institute (AFBI). At the scientific advice to Ministers and policy makers. same time plans to replace the laboratory facili- In addition to central governance, co-ordina- ties for AFBI veterinary sciences and other facil- tion and administration of the Department’s ities within the DAERA estate were progressing research portfolio, the CSA Office had commis- with recognition that much of the DAERA estate sioned 32 new DAERA funded research projects used for science was reaching end of life useful- at AFBI and launched two new collaborative ness and large elements need replacing. The funding research calls in the past 12 months. In Programme is still at an early stage and has been collaboration with Digital Services Division, it divided into 10 workstreams to be taken forward had commenced work on the development and under the Science Transformation Programme. implementation of a new programme manage- Environment Marine and Fisheries Group ment platform to improve the co-ordination Recruitment: This year it was envisaged that and management of financial information in up to 50 Scientific Officers would be recruited to commissioned research. In each of these devel- DAERA. This would be assisted by a number of opments there was consultation with the Trade other vacancies that were currently in the process Union Side. of being filled at Higher Scientific Officer and Rural Development Plan: The Trade Union Side Senior Scientific Officer level through competi- Whitley Group continued to meet throughout the tions. Trade Union Side witnessed a consider- year with Management to discuss the progress able rise in the number of these competitions with the Rural Development programme. being sent through section office for clearance.

Annual Report 2019 31

Trade Union Facilities: Following a monitoring additional £4 million to address staffing pres- exercise of need conducted by Trade Union Side, sures across the Universal Credit offices, but in Management Side agreed to provide a room for particular to ease pressure on the service centres. Trade Union Side use. The room identified is on The monthly Trade Union Side meetings with the Ground Floor of the Klondyke Building which the Universal Credit Programme Team have has suitable facilities for trade union representa- been scaled back to quarterly, as local engage- tives and was now up and running and in place ment is now in place with the establishment of from March 2019. the Universal Credit branch in Belfast and the regional Whitley meetings operating in other B3.2 Department for Communities (DfC) areas. Workforce Planning: Throughout the year, Trade Union Side continued to meet regularly Trade Union Side continued to push the issue of with the Universal Credit project team, about workforce planning, due to issues with vacancy the ongoing pilot in Great Britain which was management, the Digital Cost model used for testing the full roll-out of Universal Credit within complementing in Universal Credit, and the a limited geographical area, but progress was high use of agency staff across the department. slow. While there was no official knock-on for Trade Union Side continued to push for a coherent Northern Ireland, it was anticipated that this approach to be used across the department and could further delay the managed migration of for a consistency in the method used when filling claimants onto the benefit. Northern Ireland vacancies. Trade Union Side continued to raise was due to begin managed migration in 2020 issues with management about the prevalence and aim to complete by the end of 2023 but of using trawls as a method to fill vacancies. This this remains subject to political change and the resulted in a large number of registered disa- outcome of the GB pilot and management have greements throughout the year and the issue confirmed that further slippage to timescales is was raised at Departmental Whitley, with work possible. ongoing to try and reach an agreed position. There have been no further developments in the Particular issues arose in the later part of the year, automation of payments to include the Northern when management side stopped supplying HR Ireland flexibilities, however, management are statistics at Whitley meetings and said this was a confident that the required system changes are decision taken at the NICS Board level, to pause imminent. the normal production of HR statistics, until they Child Maintenance Service: Trade Union Side could find a more streamlined way of providing consultation with management regarding the this information. Trade Union Side accepted that operation of Workforce Manager continued, with there was repetition in the stats produced but significant problems regarding the Manage- that they required the information to allow them ment of overflow calls from The Department for to contribute to the Industrial Relations process Work and Pension causing serious concerns to and it was agreed that Trade Union Side would members in the area. get information by exception. Consultations for an agreed solution were Universal Credit: Trade Union Side continued to ongoing. However it is too early to say that the engage with management on suitable staffing problem has been resolved. levels across all areas of Universal Credit. Trade During the year, local Trade Union Side dealt with Union Side remain concerned that to date no several registered disagreements around the detail on this has been provided and offices are planned use of a template and application for being staffed with temporary posts. Management temporary promotions, which the local branch continue to use the Digital Cost Model, lifted from felt was unnecessary and would put applicants The Department for Work and Pensions, despite off applying. Following escalation of the issue, this being known to be inadequate, while a new a resolution was found whereby the process complementing model is being worked on. would only be used for posts above a certain In year, management successfully bid for an grade and duration.

Group Reports B3 32 B3 Group Reports Local Trade Union Side also persuaded members the group throughout the year. The mitigations in the branch to stage two very successful half are due to end in March 2020 and in the absence day strikes on 20th and 23rd September, as part of of an assembly to legislate for an extension, the wider NICS industrial action, following excel- there was a real danger that over 40,000 benefit lent preparatory work by the branch committee claimants could be pushed into poverty. to ensure support. Significantly, a large number Disability and Carers Service: The branch held of agency staff also walked out in support, with a a half day strike on the 1st November as part of key issue being the failure of Management Side the NICS industrial action, which was very well to give agency staff the incremental pay rise supported due to the effort put in by the branch they were due, an issue which was subsequently to ensure support, including extensive leaflet- successfully resolved by NIPSA. ting and an indicative ballot being held to gauge DWP Work: Issues were ongoing regarding the levels of support. the clash of terms and conditions between Benefit Security, Fraud and Error Reduction NICS members and the terms and conditions Division: Following the regrading of the fraud provided by the Department for Work and investigator posts in the division from EO2 to Pensions for their staff. The 8am to 6pm working EO1 and SO, and the subsequent restructuring model continued to cause issues and consulta- of the error reduction section, work was ongoing tion was ongoing to provide an agreed solution to fill the newly created posts and to allocate without the need for potentially disruptive legal staff across the new structures. Trade Union side action having to be taken. continued to meet with management about the Trade Union Side met with management at the restructuring and the wider implications for the director level throughout the year to try and division and the local branches. address the problem and to prevent a poten- Management continued to have good consul- tially lengthy and costly legal process having tation with Trade Union Side and this work was to be used. Some progress on the issue was expected to complete in early 2020. It was also made towards the end of the year and work expected that up to 45 new posts could be was ongoing, with volunteers and the existing created on the error reduction side and that agency staff being used to provide cover for the these may further help deal with providing local contested time periods. posts for members who are surplus in other Trade Union Side remained concerned the parts of the department. numbers and use of agency staff across the DWP Health and Work Division: During the year, work areas and this had come to the fore during Trade Union Side was consulted on a review of the strike action. Consultation continued to take the division, which led to three Grade 7 posts place between Trade Union Side and senior being suppressed due to duplication of work. managers in the Department to try and resolve The Grade 7’s were moved via a voluntary rede- any issues. ployment process. Welfare Reform: Trade Union Side continued to Housing Urban Regeneration and Local oppose the introduction of welfare reform and Government Group: Management and Trade to actively question what the department were Union Side continue to engage in matters doing to implement the UNHCR review and relating to the group including Temporary other independent reviews into the negative Promotion procedures and resourcing arrange- impacts of welfare reform on claimants. ments and are currently engaged in discussion Throughout the year, Trade Union Side repre- regarding the loading of posts across the group. sented NIPSA on the Cliff Edge Coalition, calling The Appeals Service branch is now fully func- for the extension of the welfare reform mitiga- tioning and regular meetings are being held tions schemes, which helped mitigate against with Management within The Appeals Service to the impact of bedroom tax, the benefit cap, discuss outstanding issues within the business the change from DLA to PIP and other welfare area. reforms, and continued to attend meetings of

Annual Report 2019 33

Engaged Communities Group: Trade Union b. Retirement Provision Project: The Central Side and management continue to meet regu- Payment System integration is likely to take larly and have dealt with issues around the use place in the New Year, possibly in March, and of a generic protocol for Temporary Promotions. the management of the project announced Trade Union Side at a group level continues to they will be delaying participation in Phase 2 engage with management in relation to the until later next year to allow them to evaluate filling of posts which require ministerial approval how things were working to date. in the absence of a devolved government and The Outline Business Case concerned the which has been an ongoing issue for a number projects plan for NI’s participation in further of years. developments of the Get Your State Pension service, as well as the work going on round Strategic Policy and Planning Group: Pension Credit, was being assessed and Trade Throughout the year, Trade Union Side Union Side had planned further meetings on continued to consult at a group level on issues this. around finance and premises, and specifically in relation to the move out of the Gasworks sites The Department for Work and Pensions has and into Lanyon Place, which were completed in gained approval to move into Private Beta the summer. testing and was preparing to enter Private Beta by the end of September 2019. The Trade Union Side also consulted on a major Northern Ireland project strand was having review of the management structures within discussions with The Department for Work the division, with work ongoing throughout the and Pensions about when it would be best year and on issues surrounding Brexit. for them to join in. Departmental Restructuring: During the year, c. Bereavement Support Payment Project: Trade Union Side met with management about Trade Union Side continued to meet with the a review of the departmental structures, with the project team throughout the year. Manage- conclusion being that in September, the existing ment Side advised that “management infor- four groups became five, with Work and Inclusion mation by location” was introduced in July being split into two new groups called Work and in Great Britain, but there were errors raised Health and Supporting People with some other by the project team here in Northern Ireland. functions transferring between other groups. The Claim Manager system did not recognise Work was ongoing to establish the necessary cases input prior to July 2019, although a fix Whitley Constitutions in the new groups and it was completed late in the year. was expected this would be concluded in early Management in the Pension Service are 2020. continuing to monitor Claim Managers Project Updates: Management Information and the Bereave- a. Apply and Maintain Carers Allowance ment Support Project tracker to ensure (AMCA): Trade Union Side met regularly figures tally before the decision will be taken with the project team throughout the year. to remove the clerical tracker. The outcome sought from the project was to d. Capture Information About A Death move the existing Carers Allowance provision Project: Trade Union Side was advised of the from the DACS system which is currently used plans for Northern Ireland to come on board in NI to the CADS system which is currently with the Capture Tool in November 2019. operational in the Department for Work and This was dependent upon Carlisle House, Pensions. This went live in Northern Ireland where the work would be carried out, having at the end of the summer 2019. an upgrade carried out on their IT system Trade Union Side continue to engage with Management. staff in the local business area in preparation Currently, the Capture Tool in The Depart- for a first review meeting since the go live ment for Work and Pensions only accepts date in early January 2020. working age deaths but Northern Ireland Group Reports B3 34 B3 Group Reports Management Side stated they would only members were reporting with high levels of take the tool if it included Pensions Age stress at work, and the results were evaluated deaths and discussions were ongoing with late in the year, with a further pilot in a new area Great Britain and Trade Union Side about the being agreed. Discussions were still ongoing implications of this. about how to progress the matter, with further meetings planned for the New Year. e. Health Transformation Project: During the summer, Trade Union Side were advised Departmental Constitution: Work continued that the Health Transformation Project, to agree a departmental Constitution, with a set up to try and bring all medical assess- meeting held for all branches on 8th October ments for benefits under a single, integrated following the previous lack of progress and computer system, was rolling out in Great the decision by the Group Executive to refuse Britain. Northern Ireland, in the absence of an the request for a Committee of more than 25 Assembly to give direction, was planning on members. There was a wide variety of opinion “piggybacking” onto the project. expressed by branches on how to proceed and Trade Union Side met with management progress was slow. late in the year to discuss the proposals and A proposed interim Constitution was issued to seek that, where possible, urgent consid- to all branches in the middle of October for eration is given to taking back in house any comment and a further meeting arranged for work that could be done in house under late November to try and move the issue forward the project. Consultation on the issue was and negotiations with branches were expected ongoing, with a further meeting planned for to continue into early 2020. early 2020. Industrial Relations Training: Industrial Rela- B3.3 Department for the Economy (DfE) tions Training, which was co-designed and Permanent Secretary: The DfE Perma- co-delivered by Trade Union Side, took place nent Secretary formally retired at the end of throughout May and September for all managers November 2019. Trade Union Side were advised in the department from Grade 7 up to Grade 3. the post would be covered by a Temporary The training was aimed at raising awareness of the Promotion (TP) for approximately 9 months. Industrial Relations Framework in the department Thereafter, the intention is to run an external and the feedback was overwhelmingly positive, competition during 2020 to fill the post on a with many managers acknowledging it was the permanent basis. first time they had been given any training about Budget/Finance: Management informed Trade how to engage with NIPSA and how NIPSA reps Union Side at a Departmental Whitley Council operate within the department. meeting that the September monitoring round Following the review, it has been agreed that was still being finalized, but there was currently Trade Union Side and Management would meet £17m of pressures. It was hoped £10m would be to try and deliver a further roll-out of the training met leaving £7m still to be covered. A meeting to Staff Officer and Deputy Principal grades was planned for November 2019 to discuss/ across the department. agree the way forward. A detailed update would be provided at the next Departmental Whitley Managing Attendance: Throughout the year, Council meeting scheduled for January 2020. Trade Union Side continued to raise issues around the application of the Managing Attend- The 2020/21 budget had been submitted but ance Policy in the department and the failure to had not been agreed. There was currently a address the root causes of high stress at work pressure of £64.2m relating to EU exit, further and poor working conditions. education colleges legacy shortfall and staff costs. £30m was inescapable for Further Educa- In response, Management piloted an early inter- tion/Pensions Training which had been contrac- vention mental health programme, aimed at tually committed. There was currently no Capital tackling high absence in specific areas where pressures.

Annual Report 2019 35

Staffing: Following a briefing requested by regarding certain trawls and the role of NICS Trade Union Side, Management Side reported HR – Vacancy Management Group in approving that there was 1033.95 staff in DfE, with a budget such business cases. for 148 vacancies; 110 staff were acting up with Strategic Investment Board (SIB) – Staff: 34 Agency workers presently employed across Trade Union Side had raised concerns regarding the Department. Agency workers were mainly the use of Strategic Investment Board staff to short-term covering maternity leave and sick fill vacancies, particularly at senior Civil Service absence. More recently, Accountants had been (SCS) grade, on a temporary basis. Presently, recruited through an Agency to cover vacancies there were 7 SIB staff employed as specialist pending an external Staff Officer (SO) competi- Advisors by DfE. Trade Union Side continued to tion. challenge the need for the involvement of SIB Temporary Promotion: Throughout the year, staff. Trade Union Side had continually expressed Grade 7 – Supplementary List: it was confirmed concern, at various fora, of the unacceptable 18 staff were placed on the G7 supplementary high numbers and high percentage of temporary list. There were currently 13 vacancies in the promotions (TPs) that existed within the Depart- Department and four of these were going to be ment. As a consequence, Trade Union Side had filled through the trawl process and another two written to all Grade 3s, 5s and 6s requesting the had already been filled. The remaining 7 vacan- rationale for TP staff within their Divisions and cies would be filled from the supplementary list. Branches. Responses indicated that the primary Trade Union Side had sought confirmation on 5 reasons for TP were the lack of promotion lists, G7 posts which were presently being covered special exercises and restrictions on running by temporary promotion but had not been elective transfers. On foot of this exercise, declared as vacant. Trade Union Side made further representations regarding the lack of consultation, the duration Departmental Workforce Planning Proce- of such acting up arrangements and the (non) dures: Following consultation with Trade Union adherence to NICS Codes and best practice. In Side, Management updated the Departmental light of all of these concerns, the matter was to Workforce Planning Procedures which rein- be the subject of discussions at a Whitley AGM forced the need to consult with Trade Union which was postponed to January 2020 but Side before submitting a Business Case to the Management Side confirmed they would initiate Resourcing People Committee when seeking to a review of temporary promotions within DfE. create a new post. Trawls: Another area that was contentious The main change related to the requirement to within the Department was regarding the use issue Business Cases to the Business Relation- of trawls and, in particular, concerns raised by ship Manager for consideration and submission Trade Union Side that certain Managers were to the Resourcing and People Committee when attempting to designate “generic” Civil Service seeking approval of new posts. posts/grades as “specialist”. The revised procedures also highlighted that It was further argued that the method of filling branches must give consideration to potential generic DP and Grade 7 vacancies was from savings to offset the cost of new or regraded current internal competitions and subsequent posts due to ongoing pressures on the Depart- supplementary lists and not trawls which had ment’s budget. been redefined as specialist. There was no agree- Staff Engagement Forum: Trade Union Side ment on this matter and the issue was elevated sit on the Forum as observers. The Forum had to a special Whitley meeting as Trade Union Side put forward a number of initiatives including a exercised the option to register concern via a Departmental Quick Reference Guide to NICS “Registered Disagreement”. policies. Following consultation with Trade Trade Union Side requested that the Whitley Union Side, it was agreed to include a reference meeting also addressed the lack of consultation to Reasonable Adjustments in the Guide.

Group Reports B3 36 B3 Group Reports Trade Union Side also reminded Management Management advised that the proposed work that they must be consulted on all employee/ to replace the windows at Netherleigh House industrial relations matters affecting terms and would not be going ahead for a number of conditions on service. reasons including the high cost of replacing the The 2020 staff survey was issued at the begin- windows due to the specialist nature of the work ning of November. and the need to decamp all staff from Nether- leigh for the duration of the work. Future Staffing: The DfE resourcing group was presently reviewing the DfE staffing require- Concerns were also raised in relation to other ments at all levels and grades over the next ongoing maintenance work being carried out three years. All Divisions/Branches were asked at Netherleigh and the potential to disturb . to identify possible requirements. The informa- asbestos Management agreed to investigate . tion would allow NICS HR to evaluate in order these concerns and report back to forecast staffing needs and develop a recruit- DFE 2019/20 People Plan: Following the publi- ment plan. Trade Union Side requested they be cation of the DfE People Plan, Trade Union Side kept informed on an ongoing basis. flagged up a number of concerns in key action Brexit: Management informed Trade Union Side areas where they had not been consulted. These included: that there was 115.8 staff presently working on Brexit with a budget for 13 additional staff. They a. To drive forward a programme of work, using further advised that there was a shortage of co-production techniques, resulting in the Staff Officers with Policy and Legislation experi- development of a strategy to address DfE ence and a need to develop a new professional culture including how we lead and how we stream specializing in ‘Trade’. manage change; C3/Yellowhammer: The C3/Yellowhammer b. Establish best practice forums as recom- team had been stood down pending the mended by the Staff Engagement Forum; outcome of the 2019 General Election and a c. Develop a quick line management guide to decision on whether there was a Deal/No Deal leave and attendance; EU exit. d. Permanent Secretary to write to all staff Roll out of Line Manager Delegation of reminding them of expectations and respon- Employee Review meetings: The ‘roll out’ of the sibilities with regard to supporting ongoing Delegation to Line Management commenced on staff development and providing develop- 30 August. Information sessions for staff were ment opportunities; arranged at Adelaide House and Netherleigh. Trade Union Side had raised concerns over the e. Deliver a focussed series of wellbeing validity of the process including the authority of sessions/activities; NICS HR/DoF staff to discipline DfE staff. It was f. Carry out a citizens space survey on DfE core a matter they intended to pursue further by way hours; of seeking advice. g. Explore introduction of elements of agile Health and Safety/Asbestos: In Netherleigh, working with Reform Property Management Trade Union Side Health and Safety represent- (RPM); and atives raised concerns and objections in rela- h. Establish priorities for increasing diver- tion to the “trial window disassembly” carried sity and inclusion in DfE, in line with NICS out on the ground floor of the building. Trade commitments. Union Side also highlighted the lack of consultation and no staff risk assessment carried out Given the scale of these proposals, it was the as required under Health and Safety Legislation position of Trade Union Side that these matters and the dangers of disturbing asbestos known would have to be raised through the appropriate to be located in the way of the window stan- Whitley mechanisms. chions and radiator covers.

Annual Report 2019 37

NICS HR Business Partner Update - DfE: In ❚ The refurbishment of the G4 Annex was December, NICS HR gave a Business Partner nearing completion with all the main building Update to Trade Union Side and to staff in DfE. fabric and electrical works having been The purpose of this was to update on the work completed and the delivery of furnishings, undertaken by the HR Business Partner Team such as carpet and workstations, were due to for DfE on a range of key people areas as well be installed by the end of February as wider corporate NICS HR activities. They ❚ Facilities Management staff in the confirmed that significant work had taken place Departmental Business Services Team in 2019 in relation to appointing candidates (DBST) were asked to engage with the Teams from the external DP and SO competitions as relocating to G4 and the Teams to be decanted well as internal promotion boards. In addition to from the 2nd floor of the New Building to continuing to work alongside individual staff and ensure that communication and engagement Managers across the department and the HSE was at the forefront of planning and to keep NI, they had arranged information sessions to disruption to a minimum. provide guidance on key HR processes and offer staff the opportunity to meet with colleagues Transformation Programme: MS held a in NICS HR. Two sessions were held on vacancy number of informal meetings with TUS during management to help managers understand 2019 regarding the Transformation Programme better their roles and responsibilities, and on which were mainly communicative rather than learning and development, including the use of consultative. TUS had suggested that wider the LINKs system, mandatory training and future engagement was needed involving DfE, the EA developments. Trade Union Side confirmed that and CCMS due to the fact that the programme they would be happy to meet the HR Business encompassed these organisations as well. Partners on a regular basis. Due to the fact that TUS had previously expressed concern about a lack of consistency around the B3.4 Department of Education (DE) filling of posts that were required to deliver the Transformation programme, a set of resourcing Accommodation (Rathgael House): Trade principles was agreed in this regard. Union Side (TUS) held a number of meetings with Management Side (MS) in June 2019 in Teachers Payroll/Pensions Project (TPPT) regard to accommodation at Rathgael House (Waterside House): Although Civica was during which they were advised that all DE staff awarded the contract to manage/host the NI currently working in the tower block would be Teachers’ Pension Scheme (NITPS) data in May largely decanted to the new building in the 2019, TPPT staff based in Waterside House autumn of 2019. TUS raised concerns that this continued to administer the Scheme. Trade would cause difficulties as space would be at a Union Side was kept abreast of developments premium with more open plan office space and and monitored them accordingly. minimal spaces allocated for discrete meeting A total of 65,700 current hard copy teacher files rooms/break out areas. were scanned and returned (approximately 11.8 In October 2019, Management Side advised that million images) in order to produce electronic the project had been delayed and that it was records that staff could view in the new system. anticipated the main refurbishment works to the Ahead of go-live on 1 April 2020, User Accept- New Building would not now commence until the ance Testing was carried out and the Project Spring of 2020. A further update in January 2020 Team continued to liaise with relevant stake- advised that: holders. Regular update bulletins were e-mailed ❚ Although the contractors should commence to each member of TPPT staff and theses were the new building project in April 2020, the subsequently published on the Departmental official plan of works was still awaited and the intranet. In addition, a formal project update second and third floors of the new building was presented to TPPT staff on 4 December 2019. were required to be vacated prior to starting the re-modelling work Group Reports B3 38 B3 Group Reports From October 2020, the new system was to 2019, The meeting was held in March and the include an online portal for NITPS members, to LWC Constitution for Branch 22 (Education and enable them to view and print benefit state- Training Inspectorate) which had been drafted ments online. For retired members, the new the previous year had still to be signed off due system would offer the facility to view/print to continuing local difficulties. payslips and P60s and make changes to personal information, such as change of address, bank B3.5 Department Of Finance (DoF) details etc. Departmental Whitley: Relations with manage- Education And Training Inspectorate (ETI): ment remained good on a day to day basis TUS continued to experience severe difficul- despite the ongoing Pay, Terms and Conditions ties in regard to industrial relations with the dispute with DoF playing a leading role for NICS. senior management of ETI which continued The attendance of the Permanent Secretary at to place considerable work pressures on both Departmental Whitley was welcomed by Trade the Departmental Secretary and all the NIPSA Union Side. Information sharing and consulta- representatives in that area. Representations tion on departmental staffing and budgetary were made regarding poor industrial relations issues was good with the conclusion of specialist at Department Whitley meetings and with the and technical recruitment competitions at entry Permanent Secretary. It was announced that the grades ahead of a much awaited AO competi- Chief Inspector of Education would be stepping tion. Trade Union Side continued to question down from her role in March 2020 of that and the need for a separate AO (operational delivery) it was hoped that a more constructive working competition and pressed DoF to proceed with a relationship could begin to be established in General AO competition. taking forward a range of contentious staffing issues. Accommodation: DoF representatives were co-opted on to the Central Whitley Accommo- Procedures and Internal Guidance Document: dation sub committee to assist the evaluation of Management Side produced a Procedures and the Agile pilot ongoing in Goodwood House 7th Internal Guidance document to advise staff of (NICSHR) and 8th floors (ESS). Staff views were actions needed to deliver inspections during gathered by Trade Union Side and their engage- teachers' action sort of strike action. This document was considered invaluable in assessing ment was opposed by Trade Union Side and the pilot. The Stormont optimisation project subsequently by members and at all meetings. covering DoF buildings had not progressed. However even though the guidance was not introduced, it still remains a concern. Health and Safety (H&S): Several new representatives attained their first course qual- Temporary Promotion (TP) Process: MS ifications during the year with established continued to work towards normalising the DE representatives completing Diploma courses. staffing structure via a programme of assessing The H&S representatives worked closely with the funding and headcount position, filling Management Side to complete DSE and Risk vacant priority posts and thereby unravelling Assessments on a major block of work. temporary promotions (TPs). However, TUS remained concerned about the ongoing number NIPSA recruitment: Membership has increased of TPs and agency staff being used and, whilst slightly over the year with a late initiative they understood the need in the case of special- targeting Agency workers in LPS following ised posts, they additionally had concerns with successful NIPSA work around possible arrears how these were being filled and the length of for incremental Pay and permanent Admin some of the TPs. recruitment. Departmental Whitley Council (DWC): Due Construction & Procurement Delivery (CPD)/ primarily to absences within TUS, the DE DWC Properties Division (PD): A new restructuring met just once rather than the usual 2 times in exercise was ongoing in Clare House regarding Property Division work. A New Framework

Annual Report 2019 39

Document and Business Model was under Trade Union Side confirmed that under no development and local Trade Union Side was circumstances would Trade Union Side accept involved in consultations. Properties staff were compulsory overtime and that all overtime concerned about the potential impact of the would have to be on a voluntary basis. new structure. Consultation was ongoing with A significant number of DSO Legal staff were Management Side regarding the new processes. content to volunteer for the Brexit Hub in January It was hoped that both NIPSA Branches (B 1 but when the Brexit leaving date was changed – CPD staff and B 12 – Properties staff) would to 31 Oct 2019, the plans were deferred. merge into Branch 1 from October but Branch As the Brexit Hub planning had resumed, many 12 members voted to remain separate and defer of the DSO Legal staff had withdrawn their the merger for at least another year due to their services as part of the NIPSA industrial action concerns over the New Framework Model. which had a significant effect on Brexit planning CS Pensions: Some issues remained around preparations. the computer system implemented as part of Local Trade Union Side in DSO had agreed the Future Service Delivery Project to admin- a revised Temporary Promotion Policy with ister Civil Service Pensions. However, 90% plus Management to try to counteract the perceived of the system was operational. Staffing issues bias that some staff felt existed in the previous remained with Pensions Branch forced to use a process. significant number of agency staff in order to meet their business need, many of whom had DSO have embarked on the implementation of been working for approximately four years. a new Digitalisation Project in order to update their current IT systems and work processes It was expected that Pensions would experience Trade Union Side were being consulted as it further substantial work pressures as a result significantly impacted on staff who until now of the “McCloud”. Local Trade Union Side and had been used to a lot of paper based work Management continued to work together to try processes. Trade Union Side and Management to address this long-term problem. will continued to engage throughout this imple- Enterprise Shared Services (ESS): Recruit- mentation period. ment continued in DSS at ICT6, ICT 5 and ICT 5 Land and Property Service: Consultation grades, however BCS had been commissioned around the revised NOVA programme mandate by IT Assist to look at its structures after twelve continued within LPS. The programme planned years of operation. Terms of Reference had not to utilise new delivery models to transform yet been received by Trade Union Side but job how LPS does business. Projects would deliver shadowing workshops were being undertaken. new processes for Revenue & Benefits (2022), New software to streamline work processes in Land Registry (2023), Valuation (end 2023) and Account NI had been introduced and resulted IT Integration (2020/21). Many of the repeti- in affected workers being redeployed elsewhere tive processes would be delivered digitally and within the organisation. The ACNI contract was Management Side agreed that staffing resources extended until 8 March 2022 with the option to would be diverted into more complex roles extend for a further year if required. within LPS with no job losses. Departmental Solicitor’s Office (DSO) / Crown Issues around Lanyon Plaza accommodation Solicitor’s Office (CSO): Brexit had a very signif- continued throughout the year with Trade Union icant impact on DSO business. Legal opinion Side meeting with management to try to resolve was sought right across all NICS Departments the ongoing issues. and early in this year (prior to the initial 31 March Land Registry continued to utilise large numbers 2019 Brexit Leave Date) the Departmental Solic- of AA/AO staff and awaited the anticipated itor intimated to Local Trade Union Side that general AO competition. A reliance on over- compulsory overtime might need to be consid- time to meet deadlines and targets remained a ered in order for DSO to meet its Business needs. concern.

Group Reports B3 40 B3 Group Reports Ordnance Survey had a second MCO entry NISRA: A NIPSA Branch Committee had been grade recruitment competition followed by a established and was active. Insight presenta- Higher MCO promotion board with a list issued tions took place in this work area with some in October. LPIS continued to deliver EU work for discussion centering around NISRA leaving the DAERA and there was no expectation that would NICS and changing its status to an ALB reporting end in the near future, Brexit or otherwise. directly to a minister. Traded Union Side raised Revenues and Benefits saw consultationgrave concerns regarding this at the Whitley continue around the future delivery of Housing meeting including the concerns that proposed Benefit (Rates). The issue was ongoing and Trade direct recruitment could result in a two tier work- Union Side continued to seek to ensure staff will force. Management did not seem to be aware be reallocated to similar work within the directo- of the issue and agreed to come back to Trade rate and that processes would be as stress free Union Side regarding the matter. as possible. Internal Audit: Trade Union Side was concerned A significant number of LPS AOs were promoted at a third 6 month moratorium on staff transfers to EO2 which meant significant replacement and believed this was the result of difficulties and training for the coming year. securing and retaining Audit staff. The issue was ongoing. Valuation Trade Union Side continued to liaise with Management over staffing levels and had expressed concerns about the proposed staffing levels identified for Reval Exercise in 2019. Trade Union Side informed Valuation Management of concerns around the resources allocated to the Reval Exercise and suggested that staff could experience significant work pressures as a result. Unfortunately those fears were justified and the initial allocated resource had to be amended. Trade Union Side continued to discuss with Management proposed methods to filling vacancies in the Valuation Directorate, proposing that internal competitions should be run as opposed to external competitions. Trade Union Side vigorously opposed Management’s decision to run two external competitions in the past 12 months at Senior Valuer and Valuer 1 Grades citing the best candidates lay within LPS. Management opted for an external competition on each occasion, however, all successful candidates came from within the LPS. NICSHR: Concerns had been raised regarding the overuse of temporary promotions in NICSHR. It had been noted that no consultation has taken place with Trade Union Side. Trade Union Side raised the issue at Whitley. The standardisation of employee relations caused further concern for members with fears that a reduction in duties would impact on their roles with possible surpluses created. The situation continued to be monitored.

Annual Report 2019 41

B3.6 Department of Health (DoH)

At the end of September, the forecast position against the 2019/20 budgets was as follows:

2019/20 Budget 2019/20 Spend Variance £’000 £’000 £’000 Resource and Performance 5,978.00 5,686.50 291.5 Management Group Chief Medical Officer’s Group 5,829.00 5,581.30 247.7

Social Services Policy Group 4,812.00 4,580.60 231.4

Healthcare Policy Group 3,431.50 3,160.10 271.4 Chief Digital Information 2,563.50 2,473.10 90.4 Officer’s Group Chief Nursing Officer’s Group 1,346.00 1,211.20 134.8 Transformation Planning and 155 139.6 15.4 Performance Group Communications Directorate 643 585.2 57.8

24,758.00 23,417.60 1,340.40

Finance – Departmental Administration caused by staff moving to fill posts created by Budget: At a Departmental Whitley meeting Transformation-related work. There were chal- held in November 2019, a detailed paper was lenges regarding the filling of vacant posts provided to Trade Union Side by way of an which Management were working closely with update on the 2019/20 departmental adminis- NICS HR to address. A number of posts at DP, tration budget as at the end of September 2019. SO and PS (EOII equivalent) were recently filed or would be filled before the end of this financial The consequences for budgets for both 2018/19 year. and 2019/20 were as follows: In addition to the forecast salary under-spends, As for 2018/19, group salaries budgets for there was a forecast under-spend on Government 2019/20 were calculated on the basis of agreed Actual Expenditure (GAE) of £87k, producing a directorate staff complements, rather than staff combined forecast under-spend on salaries and actually in post at a particular point. For 2019/20, GAE of £1.43m against combined salary and GAE these complements were updated for changes budgets of £30.38m. These emerging under- that occurred during 2018/19 and planned for spends were being monitored by the Finance 2019/20, through discussions with group heads. Directorate and were taken into account in the As in previous years, an allowance was made for wider DoH in-year financial monitoring process pay and other pressures. and unused salary and GAE budget cover was Groups were therefore forecasting a collec- switched to programme budgets wherever tive under-spend of £1.34m against 2019/20 possible. Such an approach ensured that the salary budgets. In addition to the normal level under-spent admin budgets were not ‘lost’ to of vacancies across the Department, under- the overall HSC system. spends were being generated by vacancies within Private Office and elsewhere in Corporate Industrial Relations: As reported in last year’s Management Directorate due to the absence of NIPSA Annual Report, there had been significant an Assembly and Minister, and further vacancies Industrial Relations (IR) problems within the

Group Reports B3 42 B3 Group Reports Department due to perceptions that not enough Trade Union Side continued to monitor the use formal Whitley meetings were being held to of ‘temporary promotions’ with DoH both in the conduct business. Trade Union Side felt there reasoning provided and the length of terms was a “top/down” approach being advocated applied. from the Management Side in terms of lack of They also remained concerned about the consultation on key issues with little regard to increasing numbers of staff who were currently formal IR mechanisms and procedures. These TP’d, the length of some TPs and argued that it matters were addressed and a Whitley DWC was was not sustainable or fair to all staff involved. held in November followed by the Whitley AGM Trade Union Side met with all the Grade 5s in December. across the Department and encouraged a proac- At the latter meeting “A Guide to Managing tive attitude to filling current vacancies with Industrial Relations in the Department of Health” substantive staff as a means of moving forward. was signed off, by both the Permanent Secretary A guidance document on ‘Induction’ which was and the NIPSA official with responsibility for the a useful desktop aid for all managers across the Department. Department was agreed. It was agreed the principles contained within Also agreed was a ‘resourcing guide’ which this document would be rolled out to improve detailed actions that must be taken when filling effectiveness in all areas. vacancies across the Department including Staffing – Funding: As alluded to in the section consultation with Trade Union Side. covering finance, the budget for 2019/20 was The department also introduced a ‘buddy’ based on a salary figure of £24,748m, a GAE allo- scheme for all staff. Training was provided to cation of £5.625m. the volunteers who wished to be ‘buddies’. The There was, by September, an estimated under- ‘buddy scheme’ was an additional support for spend of £1.34m in the salaries budget and £87k staff and does not replace the ‘line manager’s in the GAE spend. role’ or indeed the role for Trade Union Side representatives. In addition, the Department received funding for over 40 posts through the confidence and Overtime: Trade Union Side continued to supply agreement (2nd payment of £100m) ring be consulted prior to overtime being worked fenced for health service transformation. (CSC37/74) and again this financial year the Trade Union Side continued to raise concerns overtime budget spend was negligible with a about the sustainability of these ‘transformation’ spend of just £14,912.00 to the end of October. posts should the confidence and supply money Department Canteen – Aramark Contract: end as planned in March 2020 with the clear Trade Union Side raised their concerns that the potential that these transformation posts would canteen in Castle Buildings was under threat be declared surplus to requirements. of closure due to a Management decision to The small underspend of £87k within GAE was split the cleaning and canteen requirements mainly due to the managed reduced allocation under the current Aramark contract. Following for GAE spend following a review of previous a discussion at the Whitley DWC meeting, spends in this area. Management agreed to seek clarification for the Contract split and to provide an update on any Staffing - General: Management continued to potential catering subsidies and contingency provide quarterly reports showing staff in post planning. This would involve liaising with MSU, (FTE/WTE) figures and vacant posts etc. DoF and CPD colleagues. It was welcomed that in the past 12 months, the staff in post figures had shown a significant increase from around 420 to 450 this financial year.

Annual Report 2019 43

B3.7 Department for Infrastructure (DfI) concerns. In particular, they highlighted that the performance management function was due to Whitley Arrangements: Trade Union Side and be delegated in a few days but the information Management Side continued to conduct busi- hub and guidance notes were still not available ness on the basis of the draft Constitution as for staff and that the only training being offered no further progress had been made at Central was a one hour information session to anyone Whitley. Both sides affirmed their commitment who was interested. to continuing good industrial relations in the Department. Managing Attendance: Following the roll out of the performance management function, ICT Shared Services: Trade Union Side Trade Union Side continued to raise concerns continued to engage with Management in about the next phase which would see line the Unit on a monthly basis on the ICT shared managers conducting sick absence meetings services project and continued to engage with with staff. They advised that this had previously senior management in the Department to high- caused problems in the Department, particu- light concerns with the project and the likely larly at the interface with Industrial staff and the impact on the provision of ICT services in the function had been brought back in to Depart- Department. Management Side raised these mental HR. Trade Union Side stated that they concerns with the project team and refused to did not want to return to this situation. Manage- let staff transfer into the shared service until ment Side advised that the Departmental Board questions around funding, governance and had requested additional information from the prioritisation were answered to their satisfac- project team and that the Board would need to tion. Coupled with concerns over the resourcing be satisfied with the response before agreeing a implications of Brexit also raised by the Depart- date for the roll out. Management Side further ment, the project team agreed that ICT staff advised that there was ongoing discussion with would not transfer into the shared service until the project team to try to find a solution that April 2020 at the earliest. The ICT shared services would address concerns raised by the Depart- project is now under review. ment, particularly in relation to Roads and Rivers. Digital Services Branch: Trade Union Side Trade Union Side welcomed the Department’s engaged with Management on a re-organi- position on this. sation of staff in the Unit to better align to the Provision of Information for Departmental Department’s digital strategy. Trade Union Side Whitley: Trade Union Side continued to raise also engaged with Management Side on the concerns that since the establishment of NICS HR, method to fill a number of new posts created in the information provided for the Departmental the unit and on temporary promotion arrange- Whitley was insufficient for Trade Union Side ments prior to the posts being filled and ensured purposes, particularly in the areas of managing that the widest number of staff were able to avail attendance and dignity at work. Management of these opportunities. Side advised that they were now unable to ER Standardisation: Performance Manage- provide the same level of detail that had previ- ment: Trade Union Side wrote to the Perma- ously been provided. Trade Union Side gave nent Secretary in November 2018 outlining their details of the information they were requesting, concerns with the proposal to delegate HR func- outlined the reasons for asking for this informa- tions and decision making to line management. tion and advised that there was a legal require- Management Side advised that a sub-comment to provide information for collective mittee was being set up to deal with ‘People and bargaining purposes. In June, Management Side HR Management’ issues in the Department and advised that a central review was going to look agreed to meet with Trade Union Side to discuss at the provision of information and that NIPSA their concerns in more detail. Trade Union had been invited to engage in the review. Trade Side met with the Permanent Secretary and Union Side queried if the Department was also other senior managers in March to outline their engaging with the review team and expressed the view that the Department should also be

Group Reports B3 44 B3 Group Reports seeking similar information Trade Union Side in Department. Trade Union Side welcomed the order to fulfil its duty of care to staff by identi- increased resources put into key business areas fying and addressing any issues in the work- to deal with Brexit-related work. Management place. Management Side confirmed that there Side updated Trade Union Side on the no deal was Departmental input into the review. contingency work ongoing in the Department and on the ongoing stakeholder engagement Promotion and Recruitment: being carried out. In June 2019, Trade Union Temporary Promotion: Trade Union Side Side were advised that the C3 arrangements had welcomed the reduction in long term temporary been stood down in the Department pending promotions in the Department. Management any political decision on Brexit. In September, Side advised that this number was likely to drop Management Side then advised that there had further as a number of promotion and recruit- been an increase in Brexit-related activity in ment competitions were in progress. the Department and confirmed that they were SO/DP Competition: Trade Union Side raised looking at rotas for C3 should they be needed. concerns about the recent SO/DP competition Management Side confirmed that staff who and the decision to move to external recruit- were asked to carry out Brexit work would not ment at all grades rather than internal promo- be expected to carry out their normal duties at tion boards. Trade Union Side highlighted the the same time but management could ask them likely impact on staff morale in the Department. to carry out some other duties during quiet Management Side noted these concerns but indi- periods. cated that internal candidates could still apply Review of Public Transport Division: Manage- and that they believed the competition would ment Side carried out a review of their Public get the best people for the job. Trade Union Transport Division. The purpose of the review Side also raised concerns that the Department was to assess staffing needs and if necessary intended to fill Brexit posts from the external form the basis of a bid for additional staff. Trade competition, meaning that potentially someone Union Side have engaged with the Branch with no Civil Service experience would be put throughout the review. The report confirmed into critical posts that had previously required that the Unit operated well but recommended experience of Brexit-related work. Manage- that some roles and remits were reviewed to ment Side advised that the Departmental Board eradicate any duplication of work and ensure had given approval to fill the posts from the that working arrangements were aligned to external competition. Trade Union Side queried business need. if merit order was being used to fill posts as they had seen a response to a Freedom of Informa- DfI Staff Survey/People Plan: In March, tion query that seemed to indicate this was not Management Side advised that work had started the case. Management Side agreed to investi- on the new DfI people plan. Trade Union Side gate this. Trade Union Side also raised concerns met with Management Side to discuss the devel- about the decision to take further tranches from opment of the plan and expressed concern the competition as this had not been signalled that previous people plans seemed to be ‘top in the original documentation and the dates down’ rather than asking staff. Trade Union Side for assessment centres had been very specific. requested that staff be involved in the develop- Trade Union Side advised that this had been ment of the plan. Trade Union Side highlighted a raised centrally but wanted the Department to number of areas in the recent staff survey where be aware that some members of staff may not the Department had scored below the rest of the have applied because they were not available NICS, in particular around not feeling properly on the dates in the CIB, not realising that there remunerated for the job they do. Management would be further dates. Side acknowledged the concerns about pay but advised that this was negotiated centrally. Trade Brexit: Throughout the year, Trade Union Side Union Side asked that the Department highlight engaged with Management Side to discuss the concerns centrally. the possible implications of Brexit on the

Annual Report 2019 45

Management Side subsequently invited The process was “cost neutral” as required comments from Trade Union Side on the draft because of the budget strictures faced by the Departmental People Plan. Trade Union Side Department. met with Management Side and discussed how It was hoped this would improve succession to take work forward, particularly in light of the planning in core functions, and strengthen the ongoing industrial action as NIPSA has asked staff structure in Mapping, Modelling, Hydro- staff not to participate in the staff engagement metrics and Environment Sections. forum. Management Side affirmed that consultation with Trade Union Side would be key and Rivers Local Whitley Committee: With the collaboration would be required to deliver posi- progress made in integrating the Roads and tive outcomes for staff and the Department. Rivers functions and the creation of a Roads Trade Union Side agreed to consider how best to and Rivers Service Whitley Committee, Trade take this work forward to ensure that members’ Union Side raised proposals to establish a local views are taken into account. Whitley Committee to deal with those issues of sole concern to Rivers staff, such as the proposed Internal transfers: Trade Union Side asked the Rivers structure work stream. Management Department to consider implementing a process Side agreed to convene a local Whitley meeting that would allow staff to transfer within the in the New Year. Department for career development purposes. Trade Union Side highlighted that Professional Duty Engineers Allowance Scheme: In and Technical staff in the Department were February 2018, Trade Union Side submitted able to request moves and that this was facil- a claim for the application of the Duty Engi- itated where possible prior to filling vacancies. neers Allowance Scheme, to the Area Engi- Management Side agreed to meet Trade Union neers in Rivers. The Scheme was introduced on Side to discuss further. 1 November 1981, for Roads Service staff and was carried over with the Roads functions to Roads and Rivers Development Programme the Department for Regional Development and Depots and Warehouses: A review of the latterly the Department for Infrastructure. operation of Depots and Warehouses and the The Director of Rivers subsequently presented preparation of condition surveys by the Stra- a paper to the Deputy Secretary and Direc- tegic Investment Board led to two pilots being tors (DSAD) meeting outlining the key points undertaken. Firstly, in Coleraine with the Rivers agreed with NIPSA in negotiations. These were facility at Castleroe being earmarked for closure agreed by DSAD and the DfI board subsequently and resources concentrated at the Roads facility endorsed the proposals with the necessary at Northgate and secondly, in Enniskillen with change control arrangements made with HR the Roads facilities at Silverhill Enniskillen being Connect for payment as required. moved to the Rivers site at Riversdale, Killyhevlin. Trade Union Side was advised that no job losses Management Side highlighted the commitment would occur and staff would continue to take given by the Area Engineers to continue to make their vehicles home. themselves available out of hours while negotiations were ongoing which highlighted the Revision to DfI Rivers Staff: Following the important role played by the Area Engineers business planning and organisational restruc- in recent flooding incidents and indicated that turing exercise which included a review of they were very appreciative of this commitment the funded staff structure, Managementand the good will demonstrated. Side revised the staff structure; suppressing a Grade 6 post in the Engineering Business Revision to DfI Rivers Staff Structure: Manage- Unit, suppressing an HMCO post in Mapping ment Side conducted a business planning and and Modelling, creating an SPTO post in the organisational restructuring exercise which Capital Projects Unit, creating an HPTO Post included a review of the funded staff structure. in the Emergency Planning Unit and creating Trade Union Side was consulted on the exer- a 0.5 SPTO post in Mapping and Modelling. cise and agreed that the areas of greatest need

Group Reports B3 46 B3 Group Reports were to improve succession planning in core Side Branches had differing views on the issue. functions and strengthen the staff structure in It was however indicated to Management Side Mapping, Modelling, Hydrometrics and Environ- that any agreement that might be given would ment Sections. be on a “without prejudice” basis and solely The action was needed to address the increasing because of the particular circumstances for requirements which arose from the Environ- those posts and in recognition of the unique mental Impact Assessment Regulations and condition of employment that requires that the enhance the in-house environmental expertise. successful candidate must live within 35 miles travelling distance by road from their centre. The revised staff structure was introduced and all vacant SPTO posts within Rivers were filled Technical Grade Review Outworking using the recent SPTO promotion competi- District Engineers – Higher Technical Grade: tion, whilst also taking account of outstanding It was reported at the Roads and Rivers Whitley transfer requests. Committee meeting on 8 October that approval had finally be given by DoF to confirm the 3 Hour Credit Rule: Management Side in Roads appointment, in post, of the District Engineers and Rivers proposed to take forward recommen- in Rivers. Those staff had been on temporary dations arising from an examination of the incon- promotion terms, on a rolling basis, following sistency in payment to staff members in various the Civil Service Equal Pay agreement and the roles in Roads and Rivers, of the Minimum 3 identification of some P&T posts with JEGS Hour Credit Rule for Call Out, outlined in Section scores equivalent to EOII and for which at that 8 Overtime Pay of the NICS Handbook. point, there was no comparable P&T grade. The key issue was the application of the principle (previously agreed by DfP) that in the exercise of Holiday Pay Case: A number of holiday pay their duties including receiving telephone calls meetings took place across Roads Service in and directing operations, the Duty Controller’s 2019 and updates were given on the ongoing “home becomes their workplace”, meeting the court proceedings. A considerable number of purpose of the NICS Handbook provision. members in Roads Service lodged proceedings. An inequity in the application of this had been Succession planning: The Succession Planning identified between Divisions, which Trade Union Unit within Roads and Rivers sections continued Side asserted should be remedied by the retro- to fill Professional & Technical Officers (PTO) spective payment of the 3 hours credit to all of vacancies and accommodated moves for the those staff who had undertaken qualifying duty, PTO grades in terms of training, career develop- but had not been properly remunerated. This ment, relocation, DDA and/or for family friendly issue remained under consideration. reasons. PTO Area Foreperson Competition: Manage- These mechanisms were not open to the Admin- ment Side and Trade Union Side considered an istrative staff as these moves were controlled by anomaly which arose in the eligibility criteria for NICS HR. The issue was raised as an equality issue the competition to fill Area Foreperson posts in at Departmental Whitley. The issue was ongoing. three locations in DfI Rivers. This was in respect External Professional & Technical Officers of the waiving of the minimum academic qualifi- Board: As a result of the External PTO Board, cations required for PTO for those staff who had DFI (Roads and Rivers) took 42 candidates which at least 9 years’ experience obtained within the filled the PTO vacancies in Roads and Rivers. last 12 years in Civil Engineering and Construc- Trade Union Side was informed that a further list tion work. This was to facilitate staff in Rivers who of 15 names would be released in the near future transferred into the new Department with this which would fill all of the remaining PTO vacan- ‘customary arrangement’ but which was not in line cies in Roads and Rivers. with the arrangements made in the Civil Service Internal O&M Professional & Technical Circular (CSC 5/86) on the Restructuring of the Officers Board: Trade Union Side signed off the Professional and Technical Group. Trade Union

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CIB. Interviews took place. A number of people filled. Therefore, a new target date of April 2020 had been promoted internally and moved to had been set. new posts. This resulted in vacancies in the Depots and warehouse stream: The assess- PTO structure. A further 15 names were to be ment of the department and warehouse facili- released to fill the vacancies. ties across Roads and Rivers continued in 2019, Roads and Rivers Development Programme: aided by the Strategic Investment Board. Some The Trade Union Side met the co-ordinating section offices and warehouses were in a state of team throughout 2019 to discuss the remaining poor repair. It was thought the cost of rebuild was live work streams: better than repair. The rebuild option allowed a. Lands Team work stream: It was reported that for the co-location of several different business a series of fact finding meetings had taken units and other departments on the same site. place across the Divisional Lands Teams in This work was ongoing. Roads Service and that further meetings Stores options: The work stream was on target were planned with the divisional business and was tied into the Depot Work Stream. managers late in the year. Smaller stores in Enniskillen and Coleraine were b. The purpose of the meetings was to assess to be closed down and relocated to more central the role and responsibilities of each area and locations. This new site would service Roads’ and to clarify the differences in the approaches Rivers’ needs for the future. Capital had been taken per division. The overall objective was secured and Central Procurement Division had to develop standard protocols for all divi- been asked to provide designs for the new prem- sions. ises. Trade Union Side will be kept informed. c. Section Office Structures: It was reported Fleet and Plant Management: Management that phase two of the Section Office Review Side indicated that arising from Northern Ireland would only take place after all relevant digital Water’s decision to privatise, fleet maintenance improvement had taken place. The work was interim arrangements would be put in place. being assisted by the digital transformation However, they were still considering the wider work stream and would not progress until implications and the economic impact on the 2020. remaining Transport Management Group (TMG). This would likely cause serious operational issues Central Claims Unit: The Central Claims Unit going forward. work stream had been put on hold because of security difficulties with the roll out of its payment Internal Contractor: The internal contractor interface. To date, this had not been resolved so work stream had been impacted by the section no further roll out could take place. There were office review and the vacancies in the structure. security issues and a Departmental Senior Infor- The PTO vacancies had been filled as a result mation Council was set up to deal with the issue. of the internal Operations and Maintenance A number of high priority enhancements/fixes competition but, as predicted, this has then were required. The issue was ongoing. impacted upon the Technical General 1 (TG1) complement. Trade Union Side signed off two Review of the Operational Business Support TG1 competitions, the first being an internal Teams: Several divisional support teams worked promotion competition and the second an directly to their divisional management teams, external recruitment competition. Arising from each one was performing a range of different the competition, it was hoped vacancies would duties and functions. An efficiency review was be filled in January and February 2020. The South planned for late 2019 or early 2020 to see if a and North Belfast section offices were merged Roads-wide model could be developed and then on the Airport Road site to accommodate the implemented. Trade Union Side were to be kept new York Street interchange developments. informed of developments and impact on staff, if any. Trade Union Side were informed that the work would progress when vacancies had been

Group Reports B3 48 B3 Group Reports Digital Transformation: The Digital Transforma- that the material remains relevant both to the tion Unit got an additional PTO from the recent DoJ perspective and also issues that affect the PTO recruitment exercise and additional help whole NICS. from the ICT Unit based in DfI core. Review of Corporate Services: A review of the Internal Consultant: As part of the Phase 2 staffing of Corporate Services was completed. Development Programme, a consultation docu- Trade Union Side met with the project manager ment was shared with Trade Union Side. A to discuss the contents of the review and a number of concerns were raised and Trade Union further paper which sets out the options for Side requested that Consultancy staff directly the structure of the Corporate Service Divi- affected by the recommendations be consulted sion. Trade Union Side were content with the urgently in face-to-face meetings. Serious structure proposed based on the review paper. concerns were raised regarding the relocation of However, the structure may need to be changed staff from Lisburn and Ballymena to Craigavon. depending on direct rule from Westminster A number of concerns were resolved and a new or the resumption of the NI Executive. Further draft issued. The issue was ongoing with Trade meetings with management were due to take Union Side working to have remaining issues place to discuss the progress of the review in the resolved. New Year. Traffic Information Control Centre, (TICC) Northern Ireland Prison Service: Prisons update: Trade Union Side received a paper titled 2020: The Prisons 2020 Plan proposed that ‘Unresolved Post VES problems Areas in Roads all prisons are to be smoke free by September and Rivers in 2019’. This paper indicated that the 2020. Management Side advised Trade Union Management Side had considered out of hours Side that the Policy was due to be implemented. mechanisms and overtime costs which were in Trade Union Side outlined concerns regarding the region of £460k. They then developed a plan smoking access for staff on site. Management that would make better use of the money and Side advised that informed cessation advice indicated that they would reinvest these savings and help to be given to both staff and inmates into the staff structure and create an additional and that the inmates would be permitted to 20 posts. use vapes. A public consultation is underway focusing on the impact of smoking on inmates. The issue was at an early stage of development The issue was ongoing. and implementation. TICC created an additional five posts, two of which were filled by Northern Ireland Court Service (NICTS): interest circular and the other three are to be Court Improvement Portfolio trawled. It was hoped that the new posts would The project will be ongoing over a number of be filled in the New Year. This would also allow years. Difficulty arose in recruiting staff into the Management Side to review its overtime to each strand of the project. This project consisted free up money to create other posts in the struc- of three strands – Service Redesign, Digital ture. Transformation and Estates Strategy. Posts were being filled gradually in both the Estates B3.8 Department of Justice (DoJ) Strategy and Digital Transformation; however The Appeal Service (TAS): The transfer of the the Service Redesign strand was paused due to Tribunal and Appeal Service/Rent Assessment lack of resources. Panels from the Department of the Communi- Estates Strategy: A draft strategy is due to be ties to the Department of Justice was completed. published in March 2020 which also includes a This transfer was functional and had no impact section on property assets within the NICTS and on members’ terms and conditions. how they could proactively be maintained. Induction Pack: An induction pack was being Digital Transformation: WIFI installations were developed for all new starts within the DoJ to completed in Courthouses for evidence to be include staff which would be reviewed to ensure submitted in digital form for PPS, PSNI, solicitors

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etc. Other areas within the strand were at an throughout the year with representatives from early stage of progression due to issues identi- each affected area. The Permanent Secretary of fied by both management and Trade Union Side, DoF wrote to NIPSA advising that nothing could eg remote evidence from witnesses. be done without a Minister. The campaign for Trade Union Side was continuing to monitor the equal pay settlement to be paid to all staff in progress and regularly meeting with manage- the DoJ, PSNI and PPS continued. ment. On Call Allowances: Trade Union Side provided B3.9 The Executive Office (TEO) evidence that staff were not claiming the correct Trade Union Side continued to provide support payments in respect of being on-call and also and representation to members in the The claiming the correct hours at work. Managers Executive Office. Industrial relations had been were also giving inconsistent advice to staff constructive with consultation on Brexit arrange- regarding allowances. Trade Union Side met ments, trawls and recruitment such as staffing with management on the issue and a commu- requirements for the China office. niqué was agreed to send out informing staff Trade Union Side remained concerned at of the correct procedures in claiming the allow- the vacancy level across The Executive Office ances. acknowledged that particularly following a Lone Working Device: A significant part possible return of a devolved administration of Enforcement Officers’ roles included lone would lead to a major staffing deficit. The situa- working, visiting properties and risk assessing tion continued to be progressed and monitored. each property they visited. For Health and Safety measures, Officers are now carrying a device B3.10 Agri Food And Bio Science Institute which, when the alarm is hit, pinpoints their location within the country which Trade Union (AFBI) Side agreed in principle. However, Trade Union Industrial Relations: Industrial relations at AFBI Side objected to “yellow alerts” which recorded were challenging and difficult in the last year. a verbal report on the length of time spent at Some problems emerged in terms of Manage- the property as it could be used for performance ment failing to recognise Trade Union Side for management purposes. After Trade Union Side the purpose of representation on personal cases. intervention, Management agreed that the However, these were subsequently resolved and ‘yellow alert’ would not be used for performance there was now a commitment to hold formal management purposes JNCC meetings on a regular basis and to seek to Legal Services Agency: The Legal Aid Manage- improve industrial relations. ment System part of the Transformation Budget Allocation: There was no formal Programme was delayed from going live in communication on budget issues with Trade April due to concerns raised by the Bar Library. Union Side despite several requests. However, On 1 July, the system went live with only minor through informal meetings, indications were teething problems. Staff were content with the that the AFBI budget from DAERA would be cut new system. as forecasted in the Government’s spending Forensic Science Northern Ireland (FSNI): plan up to 2020. AFBI had been successful in Trade Union Side met with the new Chief Exec- replacing some of the DAERA direct grant from utive, Gillian Morton, of FSNI in September and external funding sources such as GB Government we outlined Trade Union issues within FSNI, the debts, ROI Government, EU funding and private DoJ and NICS wide. A bi-yearly informal meeting sector sources. There was a problem emerging between management was agreed to enable with one large element of external funding to joint discussion to resolve local issues. AFBI disappearing this financial year. The shortfall would be up to £6m-£7m. This has resulted Equal Pay: NIPSA met with the Permanent in many new jobs being offered on a temporary Secretaries of DoJ and DoF on two occasions

Group Reports B3 50 B3 Group Reports basis because of the short term funding. At Trade Union Side made the argument that this present, over 140 posts within AFBI were not and the other tea rooms across AFBI sites were permanent (ie they were filled by Agency and old and required full refurbishments, so discus- fixed term Contracts). sions were ongoing. Promotion and Recruitment: To the detriment Holiday Pay: Trade Union Side informed all their of members, the Management in AFBI continued members in AFBI during the year of the need to choose external means to fill existing and to fill in the packs that NIPSA HQ had supplied new posts in the organisation. Internal promo- in March of this year in relation to holiday pay tion was limited to a narrow range of specialised claims. A good return of the forms was secured trawls. There have been no internal promotion across AFBI. However, a view was emerging that boards for any grade for over ten years. Manage- with AFBI being formed in 2006, the issue of back ment promised that there would be a limited pay may only relate to that period. Trade Union promotion board in 2020 for the Grade ASP to Side informed its members of this and also the Scientific Officer. However, there remained a fact that the ongoing public pensions issues as concern that Management would continue to a result of the firefighters and Judges’ Pension fill posts at Scientific Officer level using trawls Scheme was likely to take some time to resolve. and external adverts. However, management Review of AFBI: A DAERA-led Scientific Trans- has asserted that they will continue to put the formation Programme had been ongoing for the majority of posts to external recruitment. Trade last number of years. AFBI was primarily affected Union Side registered its disagreement at such a as it provides the bulk of DAERA scientific proposal and discussions were ongoing. services. There was ongoing engagement with Brexit: The current assessment is that AFBI, in both DAERA and AFBI with Trade Union Side as the short term, would not be greatly affected to the longer term outcome. Other factors such by Brexit issues. However, Management was as the absence of a Northern Ireland Executive concerned that post Brexit, major issues would and associated Brexit issues with the Depart- arise from the availability of special chemicals ment has meant that progress on this particular and kits from the rest of the EU etc. Equally, there issue has been slow. was a live issue of being blocked from major EU funding streams (such as Horizon 2020 etc). In B3.11 Mount Charles the future, the UK Government had only promised that they would match absent EU funding Review of Policies and Procedures: A number for as little as one to two years post Brexit. of policies have been amended and updated including Absence Management Policy, Capa- Estate Management issues – Newforge and bility Policy and Grievance Policy. VSD: AFBI had commenced a refurbishment of the main canteen at Newforge Lane with a Annual Leave: Management Side proposed to timescale of two months. This was still uncom- change the leave year from 1 April to 31 March pleted by November 2019. Separately, without to 1 October to 30 September. Disappointingly, any consultation with Trade Union Side, the staff were only advised of the proposed changes Contractor who had held the Catering Contract in mid-April. Trade Union Side met with Manage- for both Newforge Lane and VSD sites was only ment Side and raised concerns around how this successful in retaining the Contract on the VSD change had been communicated to staff and site but had lost the site at Newforge Lane. There it was agreed to hold roadshows for staff with was no other tender for the Newforge Lane site Trade Union Side present. The changes have and, therefore, the temporary Canteen closed now been implemented. at the end of August. Recent indications from Failure to Consult: Following the completion Management was that they were not prepared to of a retendering of the PSNI cleaning contract, support a new, fully functioning catering service staff transferred from Aramark to Mount at Newforge Lane. The old Canteen, once refur- Charles. However, significant cuts to working bished, would offer limited self cooking facilities. hours occurred shortly after the TUPE transfer

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and NIPSA lodged tribunal applications which Pension Allowance: In the 2016 pay remit the were settled. Members received their money in Department of Finance advised that they were September/October 2019. aware that a number of public bodies have arrangements in place to ensure that their staff B3.12 Armagh Planetarium and Observatory are not disadvantaged as a result of paying what were historically higher employee contributions Terms and Condition Review: At a meeting to the NILGOSC pension scheme than other in March variations in terms and conditions of public sector employees who are members of employment between Observatory and Plane- the PCSPS(NI). They argued that this adjustment tarium staff were discussed and AOP’s Head of can no longer be assumed to be a fixed amount Corporate Services suggested options going and that ACNI must ensure that they review the forward. position for each individual member of staff on NIPSA submitted a written response to the an annual basis to ensure that any adjustment suggested options paper. NIPSA had sought; to their salary maintains the principle that staff who are on terms analogous to those of the NICS ❚ A reduction of the working week from 37.5 to are no better off, and no worse off, as a result of 37 hours; the pension scheme to which they contribute. ❚ The removal of 5 years requirement to gain 30 NIPSA continued to monitor the implementa- days annual leave; tion phase of the 2018 pay settlement. ❚ For the sickness scheme to remain as is; Vacancies: Throughout the year NIPSA ❚ Flexible working to be maintained; continued to press management side on the issue of members’ workload capacity. Through ❚ Overtime payments to be in line with NICS; these efforts management side agreed to recruit Negotiations concluded in September resulting the following posts: in NIPSA getting everything as outlined above. ❚ ADO – Drama & Dance; Consultation with members in October resulted in them voting to accept the revised terms and ❚ Creative Industries Development officer; conditions of service.; ❚ Interchange cover x 1. Policies: The following policies were subject to Policies: The following policies were subject to consultation/negotiation during 2019;; consultation/negotiation: ❚ Equal opportunity; ❚ Recruitment and selection; ❚ Grievance; ❚ Use of electronic communication; ❚ Disciplinary; ❚ Information and IT security; ❚ Recognition agreement; ❚ Leave Policy; ❚ Dignity at work; ❚ Training & Development; ❚ Code of conduct. ❚ Flexible working hours – code of practice; ❚ B3.13 Arts Council Northern Ireland Annual, Special and sick leave policy. ❚ Performance management Redundancy Policy: NIPSA continued to campaign for the introduction of the NICS B3.14 Construction Industry Training Board terms and conditions relating to redundancy payments. TUS efforts continued to be frustrated (CITB) by the Department for Communities position Mental Health First Aid: Three mental health that this issue is dealt with as part of the Arm’s first aiders have been fully trained. Length Body review. NIPSA continued to lobby a number of MLAs seeking their assistances in Business Continuity Planning: Management changing DFCs’ position. Side are currently looking into the organisation’s Business Continuity Plan. Group Reports B3 52 B3 Group Reports Areas for consideration include Facilities, Tourism Ireland Processes, IT and People. It is anticipated this Staffing and Budget: The current staff compli- work will take a year to complete. ment is 160. However, additional funding has been secured for an additional eight posts. B3.15 Cross Border Bodies Tourism Ireland’s 2020 budget will be the same as 2019 with additional funding available in the Loughs Agency event of a No Deal Brexit. Pension Augmentation: Trade Union Side continued to press Management to reinstate the B3.16 Electoral Office 4.412% pension augmentation. Management advised the situation remains unchanged as the Office Closures: Despite a high level campaign Department will take no action whilst there is an and political pressure, the Electoral Office closed ongoing legal challenge. Trade Union Side will further offices in Omagh and Derry/London- give consideration to taking joint legal action if derry with centralisation to Belfast office. the issue is not resolved. Recognition Agreements: Trade Union Side Review of Contacts: Management Side advised have sent draft Recognition Agreements to Trade Union Side they intend working on a Management Side in the Victim and Survivors standard and modern template for employ- Service, Public Service Ombudsman and the ment contacts as a number of staff have no Charity Commission. written contracts and some have varying terms and conditions. Trade Union Side advised that B3.17 Equality Commission all terms and conditions must be protected including implied terms and conditions. Travel and Subsistence: Management Side confirmed in writing that following advice Finance for Projects: Management Side from their sponsoring Department, they will confirmed that while core finances are restricted, continue to apply the old Travel and Subsist- there is money available for relevant projects ence Policy that does not contain the proposed that meet the objectives of the Corporate amendment under dispute. However, members and Business Plan. A bid can be submitted in have advised Trade Union Side they are noticing advance, supported by a business case for any a difference in what would have been approved projects within the Agency remit for Capital or previously. Trade Union Side is concerned the Resource funding. Policy is being applied inconsistently and a Waterways Ireland grievance has been lodged. Review of Business Development: Trade Relocation to James House: The Lease for Union Side continue to press Management Equality House ends in July 2021. The bodies Side to implement the Review which has been sharing the building will relocate to James outstanding for over a year. It was made clear House in May 2021. James House will be refur- that staff actively engaged in the review and bished over the next three years in three phases. welcomed the recommendations and staff will become disengaged if implementation is B3.18 Invest NI delayed further. The Designated Officer has Working above Grade: Trade Union Side made changes to the review and now Corporate continued to raise concerns regarding ongoing Services fall under Finance and Personnel. pressure on staff to take on additional duties, Brexit: Management Side confirmed the with no remuneration. Trade Union Side have Director of Finance & Personnel was leading an been advising members to refuse taking on internal project team to work through a number extra duties until business cases are approved for of scenarios including the transfer of employees acting up and the staff member receives confir- across the border, GDPR and Data Protection mation in writing. The matter was ongoing. issues, boat movement and funding from Spon- soring Departments and procurement.

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Managing Attendance Policy: Long term Due in part to the perceived bull-headed and absences continued to be a main concern non-engaging approach to the process from within Invest NI. Trade Union Side negotiated Management, the uptake of applications to the with Management Side and can report positive scheme was remarkably high. With most if not outcomes in relation to the updated Managing all exits likely to be accepted, where this leaves Attendance Policies. Following intervention Education within NMNI is something NIPSA are from Trade Union Side, recognition increased the consistently querying. Phase 2 of this process is time limits for trigger points for those members due to commence in January 2020. on long term sick absence who have a Disability. Staff Structure: In May, formal NIPSA consul- Recruitment: Trade Union Side raised concerns tation began on the proposed changes to the with Management Side relating to part time structure of Education and Learning Depart- staffs ability to apply for full-time promotional ment. The relevant Job Descriptions were circu- posts and requested that trawls should be open lated and comments correlated. Much confusion to part-time staff who should be encouraged to remained amongst the relevant staff over the apply for full time posts ie job share and other rationale for the proposals, which became all alternatives, which would ensure that part time the more clouded with the Director of Public workers didn’t face discrimination. Trade Union Engagement, who proposed the changes, exited Side were consulted on internal recruitment the organisation in October. Voluntary Exits exercises and raised concerns with management within the Department, due in January 2020, put in relation to substantive grade restrictions on the project on indefinite hold. internal recruitment, the recruitment of specific Policies and Procedures: A reworked Dignity roles rather than at generic grades and receiving at Work Policy was agreed in November. A information packs within a reasonable time- completely revamped Performance Manage- frame. This was ongoing. ment Policy was subject to significant consulta- Staff Movement Policy: Following negotiations tion prior to a sign off late in the year. with Management Side, a Staff Movement Policy Recruitment: An Audience Development replaced the Transfer Policy. This offers staff Manager and Visitor Experience Manager were opportunities to move at the grade each time a appointed in February, as well as an Academic generic recruitment or promotion competition Research post. These posts were not signed off takes place. The new policy was welcomed by by NIPSA, as much consternation was expressed staff and increased opportunities to move and at the need for such roles. A training programme release staff to take up posts more quickly. for Science Curators was internally trawled, but Flexible Working: Concerns have been raised no appointments were made. NMNI filled the by members relating to flexible working applica- roles via external recruitment. Several Project tions being unsuccessful. Following Trade Union orientated posts were trawled throughout July Side interventions, applications were approved. and August. These included technicians, object handlers and a project Co-ordinator. A Conserva- B3.19 National Museums Northern Ireland tion Project Technician was recruited for a fixed (NMNI) term in November, as well as a fixed term Project Supervisor. The vacant Visitor Services Manager Public Service Transformation Fund: At the position at the Ulster Museum was appointed in beginning of 2019 National Museums Northern October. External trawls were carried out for a Ireland (NMNI) was allocated a substantial Retail Officer and a Pensions and Payroll Officer. amount of finance to examine better ways of Despite the blatant need for additional resources conducting business. To this end, a potential within Visitor Services across the NMNI sites, no Voluntary Exit style scheme was discussed with movement had occurred. NIPSA continued to initial roll out in September/October. The first press for urgent action within that particular phase was open to staff from with the Education arena. section of the Public Engagement Directorate.

Group Reports B3 54 B3 Group Reports NMNI Communication: To better improve Casual Contracts: NIPSA and HR agreed to internal communications the Chief Oper- examine the impact of zero hour contracts ating Officer (COO) created a site sponsorship within NMNI and to deal with concerns, tech- programme, allowing employees from different nical issues and individual difficulties by the departments, grades and roles to form teams early part of 2020. to improve how communication matters are Mental Health: NMNI embedded mental health dealt with and disseminated across the sites. and wellbeing into the fabric of the ‘new’ ethos The site sponsorship meetings commenced in of the museums, known as ‘Here for Good’. As October 2018, and were positively received by part of this, seminars conducted by Inspire the attendees. In November, the Section Secre- were held at Cultra. Absence Management was tary was invited to participate to provide a a major part of these discussions, suggesting a NIPSA specific voice. The Section Secretary and rethink was necessary in policy. several NIPSA site representatives met with the Chief Executive the Chief Operating Officer and Overpayments: This is as ongoing issue yet the Head of Human Resources to discuss the to be rationalised. At the October JNCC it was cancelling of various events within NMNI and agreed that the matter would be dealt with by the potential ramifications for doing so. This was December, and while it was discussed the matter part of a wider discussion on staff morale and was not formally put to rest. A member decided communications, and visitor figures released to seek legal advice through the NIPSA solicitors late in 2019 appeared to support the NIPSA posi- to finalise the issue. tion. Grading: The 2018 senior level structural Organisational Development Committees: review brought few potential grading anomalies Three new working Committees were proposed and role definitions into the spotlight. Various to help advance the mission, vision and values of meeting between the Head of Human Resources NMNI. These were: (HR) and the NIPSA Section Secretary were held to delve further into these matters, and ❚ Leadership in February the first of these was examined in ❚ Communications and Engagement detail by HR. Other areas were examined during ❚ Performance and Learning the year, with some work yet to be done in the 2020 reporting timeframe. These committees met intermittently between January and March. To work through the The Section Secretary and the Headquarters outcomes, an oversight and implementation Official met with those staff potentially impacted committee was convened in October 2018, upon by the Tribunal cases being taken on including the Section Secretary to provide NIPSA matters relating to overtime and annual leave guidance to implementation of the out work- pay. A collective grievance was issued in February ings of the findings of the committees. and the issue continued to be monitored. Pay Award 2018: Despite NMNI having Local Authorities and Partnerships: With submitted their pay remit documentation in the forecast for significant future growth every relatively timely fashion (although that is still Council area is focused on developing its tourism an issue) no progress had been made in imple- offering and attracting more visitors. Over July menting the pay award. It was expected to be and August 2019 senior NMNI staff members January 2020 at the earliest. met and continued conversations with Lisburn City & Castlereagh, Belfast City, Ards & North AGM: Both NMNI Branches conducted their Down and Derry City & Strabane Councils to AGMs in November. explore opportunities for greater collaboration External Contractors: NIPSA raised concerns voiced by various members regarding the use of external contractors in areas where pre-existing skills and knowledge were patently available.

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and partnerships around NMNI collections and approach, introduction of an Assembly Allow- sites. The potential for recruitment, career devel- ance, the payment of all increments due, increase opment and investment is obvious and NIPSA in annual leave entitlement, increase in the over- have been included in discussions on the various time hourly pay cap and the re-introduction of plans for the future. specialist allowances for Accountants, Internal Auditors and IT staff. A final offer was received B3.20 NOONAN in December for an above-inflationary consolidated 3% pay increase across all grades which TUPE/Reduction in Hours: In early March 2018 was accepted by our members. NIPSA was advised by G4S that they had lost the NICS cleaning, catering and ancillary services Political Situation/Redeployment: The contract to NOONAN. ongoing political crisis continued throughout the whole of 2019 and, as a consequence, the As a result of this transfer NIPSA had been Assembly was not fully operational. As a result, contacted by a number of members regarding some 130 staff remained redeployed, volun- meetings that managers from NOONAN had tarily, to other public sector organisations. Trade held or were planning to hold with them. Union Side, through its negotiation framework At these meetings members were advised that with Management Side, continued to ensure NOONAN had proposals to significantly cut their there was minimal negative impact on Assembly working hours under this new contract and staff placements and any potential detriment. asked them to sign documents/new contracts. Recruitment: Trade Unions Side and Manage- In response NIPSA: ment Side agreed on a new Recruitment Policy that moved away from the traditional Compe- a. Advised members not to sign these docu- tency Based approach to one that mirrors the ments. Success Profiles approach from the Cabinet b. Sought detailed information from Manage- Office. The Assembly is continuing to inte- ment Side i.e. BICs report, building cleaning grate this with a new Assembly Skills & Behav- specifications etc. iours Framework which was also negotiated c. Held meetings with NOONAN at which they and agreed with Trade Union Side. A number of were advised of their failure to adequately merit lists were extended in 2019 and action was consult under TUPE regulations by failing to being taken to refresh these lists on a temporary properly inform and consult on any changes and permanent basis. to contracts that would occur post transfer. Trade Union Side Seconded Position: The Trade d. Advised NOONAN that T&Cs of employment Union Side seconded position is reviewed annu- are protected by TUPE. ally for funding. Management Side continued to acknowledge the value of this post and position e. Wrote to members in mid-May requesting continues to exist. The post is currently vacant their permission to lodge industrial tribunals following the departure of the seconded officer. for failure to consult. A process is being put in place to fill this vacancy f. Engaged in recruitment and organising in early 2020. activity. Employee Relations Group (ERG): The After conciliation provided via the Labour Rela- Employee Relations Group, which consists of tions Agency NIPSA settled the TUPE failure to the Director of Corporate Services, Head of HR, consult case against G4S/NOONAN. Deputy Head of HR, Senior HR Managers and Trade Union Side, met bi-monthly throughout B3.21 Northern Ireland Assembly the year. Pay: Negotiations commenced in December The main focus of the these meetings was the 2019 following the submission of a pay claim impact of the current political impasse and its earlier in the year for a 12% consolidated pay impact on Assembly staff including staff morale, increase for all staff based upon a pay recovery

Group Reports B3 56 B3 Group Reports health and wellbeing, meaningful work, job ❚ A guide to Managing Industrial Relations in security and redeployments. the NIAO; ERG negotiated with Management Side on ❚ Temporary Promotion procedure; various Staff Handbook Policies throughout the ❚ Health & Wellbeing Policy; year, including agreeing the new Recruitment Policy, Skills and Behaviours Framework, Whis- ❚ Shared Parental Leave Policy; tleblowing, and Security Clearance. ❚ Travel, Subsistence and Travel Time; Policy Development: Non-Financial Reward ❚ Grievance policy – issue of it failing to cover and Recognition; Transgender Policy, Standards the C&AG. of Conduct, Sexual Violence Policy and Events Policy were negotiated but have not yet been Pay: As part of the 2018/19 pay negotiations agreed. NIPSA had been seeking a properly thought out long term pay deal that offered an oppor- Performance Management: The Assembly tunity for structural reform of pay possibly up introduced a new simplified Performance to 2020-21 with significant scale shortening to Management Framework following negotia- bring about a 3 point pay scale with the aim of tions with Trade Union Side. This less bureau- moving to a single pay point for everyone within cratic process removed performance ratings each grade. and complicated objective setting. Annual goal setting, in-year and end-year reviews have The agreed 2019 pay award was as follows: been removed and replaced with continuous ❚ 2.5% revalorisation to all pay scales excluding feedback performance conversations including Auditors and GTAs; coaching, training and development needs and ❚ 4% revalorisation for Auditor grade; mentoring. ❚ Review of training package exam allowances Assembly Skills & Behaviours: Following nego- for Graduate Trainee Accountant in line with tiations with Trade Union Side, the Assembly CAI recommendations and removal of the implemented the Assembly Competence minimum point in the pay scale; Framework with and Assembly Skills & Behav- iours Framework. This framework outlines the ❚ Increase for Sandwich Students in line with skills and behaviours that are deemed essential ‘Living Wage’; to overall effective performance in the Assembly ❚ A non-consolidated payment of 2.5% for Secretariat. This framework is being used for those members of staff who are above the other performance management and recruit- max of their pay scales. ment. B3.23 Northern Ireland Water B3.22 Northern Ireland Audit Office (NIAO) Pay: Members in Northern Ireland Water were Workforce Strategy: Throughout the year balloted on the 2018/19 pay offer from Manage- NIPSA continued to push Management Side for ment. The offer was based on a 20 month deal extensive consultation on the various strands of 1.88% from August 2018 and 1.5% from April of this important strategy including issues such 2019. It was proposed as part of the pay deal to as covers skills, retention, development, succes- move the pay date from 1st August to 1st April sion, talent management and professional for future pay settlements. Members voted development. in favour of the pay deal, the rate was imple- Policies: The following policies/procedures mented in December with back pay to be paid were subject to consultation/negotiation this in the New Year. year; Pay Review: Before the end of the year, Manage- ❚ JNCC Agreement; ment advised that Mercers were to be brought in to look at the Pay Structures/Job Evaluation ❚ Facilities Agreement; Scheme within NI Water. Trade Union Side raised

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concerns and it was agreed that consultation that no detriment to staff would occur arising would begin in the New Year. from this review. A number of members raised concerns and Trade Union Side was dealing with Overtime Mileage: Trade Union Side had raised a number of issues. However, it was agreed that concerns about the taxation of mileage outside the issue would come back to the JNC in the of working hours for those staff in particular who New Year to deal with any difficulties. were on call. Management advised they were being HMRC compliant. Trade Union Side raised Water Production Line Organisation Design: issue with this. The issue was ongoing. Transition to the new Water Production Line Operating Model progressed well throughout Partial Retirement: Trade Union Side requested the year. A number of issues arose in particular an update on Northern Ireland Water plans concerns with proposed new areas of work. to introduce partial retirement. Management Management agreed to a delay in going live advised that the preferred option was a phased to revise the proposals. Trade Union Side were retirement scheme and agreed to provide the content with the revisions. The organisation proposed scheme terms for consultation. design element of the proposals was ongoing. Fleet Operating Model: Northern Ireland Customer Engagement Review: A working Water decision to outsource future fleet main- Group was set up to deal with this review. Work tenance raised a number of issues. Meetings was ongoing. took place with Trade Union Side. Management proposed to offer a Voluntary Exit Scheme but People and Learning Strategy: Manage- also advised that no member of staff would lose ment met with Trade Union Side to discuss the their job if they wished to stay with Northern People and Learning Strategy which included Ireland Water. Trade Union Side advised that proposals to create a new Learning and Devel- embargoes needed to be put on all vacant posts opment Centre of Excellence which would which was agreed with Management Side. It was identify and deliver appropriate and relevant also agreed to have, where possible, reskilling. training for all staff, develop a diversity and A working group was set up to take the issue inclusion programme, build a new appren- forward with regular meetings taking place and ticeship academy, develop partnerships with meetings arranged with staff. A number of staff Schools and Colleges to attract new employees had been redeployed by the end of the year with across a number of disciplines, help and support others expected to be placed in the New Year. staff in maintaining good health among other elements. Trade Union Side, in the main, Job Evaluation Training: Management welcomed the positive aspects of the proposal offered training to all NIPSA Branch Committee but had concerns regarding performance indi- members. However, the dates were not condu- cators, measures etc. In order to take the issue cive to many representatives, with only a few forward, a working group was set up with Trade taking up the training. Management advised Union representation. The work was ongoing. they were content to provide further training days in the New Year although they were consid- Equality ering moving schemes which they would consult Sexism in the Workplace: Trade Union Side with Trade Union Side about in the New Year. raised a number of issues arising from cases that Reviews had given rise to concerns over sexism in the workplace. Trade Union Side believed the issue Metering and Billing: A number of reviews was serious and that urgent action needed to were still ongoing throughout the year including be taken. Trade Union Side requested suitable a restructuring and the introduction of a new training for all line managers. Management did bespoke Case Management System in Metering not accept that all line managers needed trained and Billing which would see the regrading of a however they agreed to consider the training number of posts and the introduction of a one would be given. The issue was ongoing. stop shop for customers. A working group with local Trade Union representatives was set up to take the issue forward. It was expected, however, Group Reports B3 58 B3 Group Reports Gender Diversity: Management advised that Induction: Management Side agreed after they were looking at focusing on diversity in the Trade Union Side representations to provide company and had set up a pilot to capture infor- Trade Union Side with a list of new employees mation on oracle across the company. They were on a monthly basis. particularly focused on redefinition of gender Facility Arrangement: Given the volume of and variants, sexual orientation, disability, work for Trade Union Representatives, NIPSA ethnicity and if employees had dependents. raised the issue of a full time secondment/facility They also advised that they intended to review arrangement. Management were prepared to their diversity policy. Management advised they consider this based on a business case being also had difficulty attracting females into the presented. Trade Union Representatives were company and were looking at how this could collating detailed information and it was hoped be overcome. Management had set up outreach in the New Year to present a case to Manage- programmes in schools. Trade Union Side ment Side. supported Managements proposals on diversity and asked for this to remain an agenda item for ongoing consultation. B3.24 NSL – Traffic Enforcement Health and Safety Covert Monitoring: Trade Union Side awaits the outcome of the complaint lodged with the Sanitary Provision/Rest Provision: Trade Information Commissioner’s Office in respect of Union Side raised issue with the lack of female NSL covertly monitoring staff which has resulted toilets and Sanitary Provision across Northern in a number of disciplinary cases. Ireland Water sites. It was agreed that proper sanitary provision would be provided. Trade Health and Safety: The Branch Committee Union Side also raised the lack of provision for raised through the Health & Safety Committee new and expectant mothers where they could the need to either take shelter during adverse express milk. Management advised that work weather or be supplied with waterproof clothing. had begun to rectify both situations but it was The DfI contract allow for .4% of deployed hours expected that this would be ongoing in 2020. for adverse weather in excess of heavy snow when TAs are not required on beat. Stress in the Workplace: Trade Union Side requested a stress audit in the workplace and Annual General Meeting: The NSL Annual training for managers. Management advised 30% General Meeting will take place on the 9th of sickness absence was stress related however, December in the Jury’s Inn, Belfast. the majority of that was not work related. Never- theless, Management Side agreed to look at B3.25 Probation Board for Northern Ireland Trade Union Side’s proposal and discuss with the (PBNI) Head of Health and Safety. Security Threat: In September, 2017 the PSNI Asbestos Survey: Trade Union Side requested informed Management Side the security treat an Asbestos Survey. Management agreed to talk had increased, therefore members stopped to the Head of Health and Safety regarding this. working with Terrorist and Politically Moti- The issue was ongoing. vated Offenders (TPMO). In May 2019, Manage- Contractors: Trade Union Side raised concerns ment Side asked Trade Union Side to seek the regarding the amount of money spent on views of members around re-engaging with contractors in Northern Ireland Water which Loyalist TPMOs. Management Side felt it was Trade Union Side argued could be dealt more now appropriate to re-engage with Loyalist efficiently and effectively in-house. Manage- TPMOs as the Department of Justice are now ment Side advised that they would look into this minded to propose a change to legislation that and the Directorates which were contributing to would remove PBNIs responsibility to supervise this expenditure. The issue would be discussed the licences of TPMOs and with PBNI having a in the New Year. residual role in respect of the provision of reset- tlement services. However, Ministerial approval

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would be required. NIPSA held branch meetings were advised to consider if they wish to use their and all members who responded to the consul- personal car for official travel in future. tation unanimously opposed any form of re-engagement with Loyalist or Republican TPMOs. B3.26 Public Prosecution Service (PPS) NAPO also carried out a consultation with their members and both Unions remain in formal Business Consultancy Solutions (BCS) dispute with Management Side. Reviews: Against the back-drop of Voluntary Exit Scheme, Departmental re-structuring and Pensions: Trade Union Side lodged cases to repeated annual budgetary constraints, the challenge a management decision regarding PPS enlisted the services of Business Consul- the contractual entitlement of members to be tancy Services to conduct a number of reviews. paid compensation for the difference between Trade Union Side had major concerns regarding NILGOSC and PCSPS (NI) pension rates. It is the potential for cuts to jobs and resources. A not anticipated the case will be heard before number of reviews were ongoing. summer 2020 Review of the Serious Crime Unit (SCU) in NNC/SCCOG 17/18 Pay: The contractual incre- Belfast: Whilst Trade Union Side welcomed ments were paid to staff in April. Following some elements of the Business Consultancy a successful protest outside PBNI HQ, Trade Services recommendations for the Unit ie Union Side secured a meeting with the Perma- creating a specific SCU administration section nent Secretary in the Department of Justice to and implementing a Quality Assurance Process push for a speedy resolution to the cost of living to reject poor quality files from PSNI, Trade increase. The Department assured Trade Union Union Side rejected elements of the proposed Side they were doing all they could to ensure the structure, capacity model and some of the business case was watertight before being sent duties contained in the proposed job descrip- to the Department of Finance for approval. tions. After lengthy consultation and written Travel and Subsistence: In 2018, Management representations, Trade Union Side’s concerns introduced a new mileage section on instruction were accepted by Management Side. A number from DoF to have any home-to-office mileage of Trade Union Side proposals were adopted automatically deducted from any claim. Trade including an additional administration post Union Side continues to press Management being created, an increase in the capacity model Side to reinstate the previous process of paying and job descriptions being amended. mileage until a resolution is found under Central Review of the Case Preparation Sections Whitley. However, following advice from the (Case Prep) in all Regions: This review was Department of Justice, Management continue expected in late June/early July. It was shared to apply the not agreed policy. The branch with Trade Union Side in December. Trade submitted a motion to the 2019 Civil Service Union Side put forward a number of points for Group Conference calling on the incoming consideration by the Senior Management Board Group Executive to do all it can to ensure this including process, structure and amalgamation issue is resolved urgently. This motion was of sections rather than job losses, as none were passed and has become conference policy. indicated by the review team. A full Trade Union Allowances: Following representation and Side response was to be submitted by mid-Jan- engagement with members’ On-call and Standby uary 2020. Allowance is now being paid to members Review of the Directors Private Office in working in Programme Teams. Trade Union Side Belfast: The Case Prep Review delay had a knock urged Management Side to extend the Essential on effect on this review. It was expected to be Car User Allowance which is paid to psychology delayed until Summer 2020. staff to all staff required to use the car for official business. However, Management argued that Review of the Victim & Witness Care Unit the allowance is paid to psychology staff due (VWCU) in Belfast & Derry: Trade Union Side to recruitment and retention issues. Members raised significant concerns, most importantly

Group Reports B3 60 B3 Group Reports regarding the proposed capacity model in or eliminating the possibility of discrimination the Review. Some concessions were made on against certain pools of staff. both sides before it was agreed in late 2018. PPS continued to utilise the list of civil servants However, the implementation of the recommen- returning from career breaks and those coming dations gave Trade Union Side new cause for off promotion lists to fill posts with substantive concern. Issues arose regarding the delineation staff, rather than recruiting additional Agency of duties, roll-out work of Crown Court cases, workers. There was an ongoing problem at AA roll-out of County Court cases as well including level. Trade Union Side met with management a number of procedural issues. Terms and Condi- on a number of occasions to express concern tions issues arose given the multi-organisation regarding the recruitment of Agency workers at set up of the Unit. After considerable Trade this grade. It was expected the Admin Officer Union Side submissions, a number of agree- competition would address some of the issues. ments were reached with positive outcomes for members in the Unit. Agency Workers: The number of Agency workers in PPS had steadily increased over an The Draft Memorandum of Understanding 18-24 months period. The higher-proportion between Public Prosecution Service (PPS) and of Agency staff resulted in a number of Agency the Police Service Northern Ireland caused workers being Temporary Promoted requiring concern. Given the period of change in the Unit further backfills recruited from the Agency. and the number of legacy cases on the horizon, Trade Union Side raised serious concern as the Trade Union Side agreed to re-visit the issue in potential for Temporary Promotions increased in February/March 2020 after PPS Management higher graded posts. However, it was expected Side had met with the PSNI. Industrial Rela- the Admin Officer competition would resolve tions in the Unit improved and Trade Union Side most of the problem. agreed to address ad-hoc issues on an individual basis. Electronic Case File (ECF): The department rolled out the system to all Regional Offices in ER Standardisation: Significant concerns have 2019. The aims of ECF included; modernisation been raised by Trade Union Side in the fight to of the PPS, increased efficiency in the prosecu- resist ERS. Members in the Public Prosecution tion of criminal cases, reduction of paperback Service had grave concerns regarding the GDPR files and the associated costs of transporting, issues involved and the additional duties on storing and destroying them. Whilst the volume top of already demanding and stressful work- of paper files submitted to the department has loads. Management did not propose to decrease significantly decreased, new processes were duties or increase staff. However, after Central implemented before the old system was phased Whitley negotiations, Trade Union Side reluc- out which resulted in an increase in the volume tantly conceded to engage in the first element of paper being used. This had a significant nega- (conducting evidence gathering sickness meet- tive impact on members in the Court Support ings) of ERS Phase 1. This Civil Service-wide issue sections across all Regions, with any benefits has been hard fought this year and will prove being difficult to gauge. testing for Trade Union Side moving into 2020. Trade Union Side discussions with members, Temporary Promotions: Since the Voluntary PPS Management and IT Branch a fair imple- Exit Scheme, the Public Prosecution Service mentation process was established. Whilst some adopted widespread use of Temporary Promo- minor benefits are noted, the costly introduction tions, which were back-filled using Agency of additional IT hardware and new processes workers. This led to other Issues around the lack resulted in very limited efficiencies for the of rotation, eligibility pools, criteria and selec- department and had a negative impact on staff. tion process which Trade Union Side consistently challenged. After consultation, arrangements Extensive work was carried out by the Trade were put in place to ensure compliance with Union Side, IT and PPS Resource Management equality legislation and NICS policy, minimising Unit which resulted in another wave of IT efficiencies being rolled out in December, with a

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view to resolving the Court Support issue. Trade concerns that the lack of storage presented. The Union Side remained unconvinced that the ECF Issue was ongoing. system, in its current form, was value for money Travel and Subsistence: Issues arose when some or fit-for-purpose. members in PPS were refused travel and subsist- Holiday Pay Cases: Members continued to ence allowances whilst travelling to temporary lodge cases whilst awaiting the outcome of the work stations (Court buildings). NIPSA, through Supreme Court’s decision on the appeal in the negotiation with PPS senior management and Police Service for Northern Ireland cases. via HQ at Central Whitley, were able to ensure that the status quo prevailed. As in 2018, the Work-related Stress: The poor performance issue flared up again on a number of occasions of PPS reflected in the report carried out by the throughout 2019 with some counter-signing Health and Safety Executive in 2014, “Imple- officers refusing to sign off on travel and subsist- mentation of Management Standards for Work ence claims and referring to the revised instruc- Related Stress in PPS” was highlighted. Whilst tions in the Handbook. Whilst NICS HR had the PPS action plan to eliminate previous short- refused to issue written guidance on the matter, comings was welcomed at the time, it did not Trade Union Side successfully resolved those have the desired effect, as staff continued to issues on a departmental level and all allow- suffer unacceptable levels of work-related ances had been reinstated again. stress. This increased after the Voluntary Exit Scheme and continual Business Improvement Team/Business C Services reviews of adminis- B3.27 Tourism NI trative grades added to the negative impact on Review of Policies: A number of policies have members. Trade Union Side repeatedly raised been reviewed and updated including Equal issues at the Health and Safety Committee, The Opportunities, Diversity, Bullying & Harassment, Investors in People Committee and the local Grievance and Disciplinary. Whitley Council encouraging PPS management to tackle and significantly reduce work-related Travel and Subsistence: Trade Union Side stress to acceptable levels. continue to press Management to reinstate the previous process of paying mileage until a reso- Trauma Resilience Training: Trade Union Side lution is found under Central Whitley. However, engaged successfully with PPS Management the sponsoring Department have insisted the in to begin the process of rolling out Mandatory dispute policy is applied. Management Side have Trauma Resilience Training in an effort to reduce drafted an interim ‘Field Workers’ Policy which work-related stress and potential PTSD arising has been agreed by the Department for the from the nature of PPS work. However, during Economy’s Finance Branch. Once it is approved the year, PPS offered one single course in Belfast by Financial Governance, it will be forwarded to Chambers and refused to roll-out the training on Department of Finance for their approval. a Mandatory basis. Management’s Duty of Care obligations and the foreseeability factors have B3.28 Utility Regulator for Northern Ireland been outlined by Trade Union Side. The issue was ongoing. (UREGNI) Accommodation Issues (H&S): Issues regarding Pay: Trade Union Side agreed to pursue the ventilation, humidity, temperature and storage .25% increase that was not paid to staff in the had repeatedly occurred since the building Utility Regulator. This was due to staff receiving was refurbished in 2016/17. Whilst Property their pay increase before the additional .25% Management had been keen to address the was added to the NICS remit. An age analysis issues, a long-term solution had not been found. was carried out which showed one anomalous Further planned refurbishment in 2020 had been result, where the gap between the age groups shared with Trade Union Side and it was antici- was statistically significant at a particular grade. pated that this would be beneficial. However, it Trade Union Side agreed that this must be did not tackle the significant Health and Safety addressed in the next pay round.

Group Reports B3 62 B3 Group Reports B3.29 Police Service of Northern Ireland Information Communication Service On-Call: Arising from the C6 on-call payment issue, Finance: PSNI received a 1.6% increased budget members in the Information Communication allocation for 19/20 compared to the previous Service, who manage the PSNI's interdepend- year which included a contribution towards pres- ency of IT systems with Keeping People Safe sures the Service is facing. However, this increase raised a similar issue. The business case has now only partially covered inflationary increases in been signed off. Trade Union Side still have to respect of pay costs and other emerging pres- meet. The relevant branch and also the NIPSA sures. PSNI Departmental Committee for approval of PSNI has secured additional funding from the the updated chapter in the Police Staff Hand- DOJ through monitoring rounds to help offset book regarding the processes for claiming. in year pressures and are currently projecting a ASOs: Management had requested that a break even position at year end. number of ASOs carry out typing duties. Trade There is as yet no indication of the 2020/21 Union Side argued that the typing and skills budget settlement for PSNI. allowance should be paid which management resisted. The issue was ongoing. Trade Union Revised Environmental Allowance: The claim Side are pushing for the recruitment of typists as that Trade Union Side raised for an increased a long term solution. Revised Environmental Allowance is progressing. Management Side in consultation with Trade Stress: Trade Union Side raised an issue related Union Side have drafted a Business Case for the to the provision of counselling services for Chief Constable to sign off and pass to the DoJ those staff who dealt with traumatic situations. and also the DoF for approval and sign off. This Police Staff can access Post Incident Debriefs, process is ongoing. Peer Support and OHW. This matter is under the Governance Group of the Employment Engage- Holiday Pay Cases: The Tribunal was heard ment and Wellbeing Group to ensure compli- in September/October 2018 with judgment ance. released in November. The judgment upheld the PSNI Claimants case. The appellant has lodged an appeal. The issue was ongoing. B3.30 Northern Ireland Policing Board 2018 Pay Award: NIPSA once again made Pay: A meeting was held regarding the timeli- representations regarding the delay in PSNI ness of pay awards being made to members. It staff members receiving their 2018 pay increase. was accepted that some delay was inevitable Issues raised included the fact the NICS staff are given the business cases needed to be costed submitting the new pay claim before the PSNI and approved arising from the NICS Pay Award staff have received the previous years. Manage- being agreed. It was not accepted that the ment Side advised they had done everything delay should take up to one year. The issue was they could to speed the process up. NIPSA had somewhat resolved with Permanent Secretaries the issue raised through Central Whitley and as having increased powers. expected their staff would receive back pay in Holiday Pay: The Court of Appeal upheld the early 2020. original Tribunal judgement. The cross Appeal Policies: The PSNI continued a review of all poli- by the claimants was also upheld increasing cies and procedures. Trade Union Side repre- the amount to be back paid. The Respondents sentatives attended meetings and working sought to appeal to the Supreme Court. There groups to ensure that Support Staff issues were was no decision before the end of the year with addressed. It was agreed that proposed policies a response expected in 2020. emanating from the meetings would go to the JCNC for approval prior to being signed off.

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B3.31 Sport Northern Ireland Sport NI submitted a business case to DfC seeking approval to tender for a change manage- Pension Allowance: In the 2016 pay remit, the ment specialist. Grant Thornton was appointed Department of Finance advised that they were in November to work with Sport NI to manage aware that a number of public bodies have the restructure. arrangements in place to ensure that their staff are not disadvantaged as a result of paying what Policies: The following policies were subject to were historically higher employee contributions consultation/negotiation this year; to the NILGOSC pension scheme than other ❚ Dignity at work; public sector employees who are members of ❚ Inefficiency Sickness; the PCSPS (NI). They argued that this adjustment can no longer be assumed to be a fixed amount ❚ Redundancy; and that Sport NI must ensure that they review ❚ Uniform appeals. the position for each individual member of staff on an annual basis to ensure that any adjustment to their salary maintains the principle that staff who are on terms analogous to those of the NICS are no better off, and no worse off, as a result of the pension scheme to which they contribute. NIPSA continued to monitor the implementation phase of the 2018 pay settlement. Sport Institute Northern Ireland Staff Regrading: NIPSA continued throughout the year to engage with Management Side regarding the re-grading exercise for those staff based at the Sports Institute. Staff based here are on pay scales which do not correspond to the NICS, something Management Side have been seeking to address for a number of years. NIPSA continued to challenge the misapplica- tion of JEGS guidance via a number of appeals submitted on behalf of ours members. NIPSA continued to support members through the appeals process. Restructuring: Throughout the year, NIPSA continued to engage in consultation meetings with Management Side on the future staff restructuring of Sport NI. The following issues continued to be discussed: ❚ JEGS contractor; ❚ Job descriptions; ❚ New structure - benchmarking exercise; ❚ Allocating role profiles; ❚ Assimilation guidance; ❚ Vacancy preference guidance; ❚ Alternative employment procedure; ❚ Engagement Channels; ❚ Reshaping proposals. Group Reports B3 64

Annual Report 2019 Section C Public Officers 66 C1 National Joint Council C1.1 National Joint Council (NJC) Pay requirements, removal of overlap of pay grades at grading boundaries, wider use of new spine The second year of a two year pay deal concluded points above Point 49, shortening of lower pay in 2019/20. The Trade Union Side of the National grades, restoration of a pay lead for supervisors Joint Council for Local Government Services: and consistency of scale lengths. Northern Ireland, England and Wales submitted the 2020/21 pay claim to the NJC employers represented by the Local Government Associa- tion. The claim is for: ❚ A real living wage of £10 per hour to be introduced for NJC scp 1 and a 10% increase on all other NJC/GLPC pay points; ❚ A one day increase to the minimum paid annual leave entitlement set out in the Green Book; ❚ A two hour reduction in the standard working week as set out in the Green Book; ❚ A comprehensive joint national review of the workplace causes of stress and mental health throughout local authorities. The 11 Regional Employers Councils (including NILGA) were due to meet in September/ October to consider the claim but following the announcement of the General Election the employers suspended their discussions until the election was completed and the implications of the outcome of the elections could be fully assessed. Following a protracted delay, the National Joint Council Executive Employees' Side issued an initial response to the NJC pay claim. 2% on all pay points beginning 1 April and running for one year. The joint trade unions have voiced their disap- pointment with the offer and the Employees Side have agreed to reconsider their position. C1.2 NJC Pay and Grading Review All NJC areas were engaged in an ongoing pay and grading review that arose from the 2018/19 – 2019/20 pay award. Trade Union Side (TUS) identified areas that need to be addressed. Concerns include unacceptably long pay scales, use of hitherto unal- located “grey pay points”, equality screening

Annual Report 2019 67 C2 Education & Further/Higher Education C2.1 General Issues for a number of months where this critical issue was a key focus. Extended Schools Programme Class Action: The PSNI’s application for leave to C2.2 HR Directorate Central Forum further Appeal the Court of Appeal decision on the Agnew holiday pay case was lodged with the HR Structural Reviews: Three separate reviews Supreme Court and the outcome was awaited. of sections of the HR Directorate were ongoing involving most of the HR structure. The time- Auto Enrolment to NILGOSC Pension Scheme table and methodology applied to populate the Failure: Trade Union Side continued to press the new structure was agreed with built-in flexibility EA for clarification that it had fully complied with to address any future issues which might arise its equality scheme obligations and for details as a consequence of Tier by Tier restructuring. It on its approach to remedy this failure. was agreed that the slotting-in processes would Trade Union Side was informed, in late October, be devised to give existing staff a guarantee of that affected staff who had expressed interest no detriment and that every opportunity for in retrospectively joining the NILGOSC pension career progression would be made available to scheme had received written notification from those who were interested. Further negotia- the EA seeking acceptance of the EA’s proposed tions on the slotting-in process were anticipated buy back terms. Trade Union Side wrote imme- at JNC level. diately to the EA reiterating its position that the remedy was insufficient and calling for the C2.3 Pay, Terms and Conditions employer to further engage with TUS to nego- Directorate Forum tiate additional financial support for these members and reserving the right to continue Classroom Assistant Assessment and Review to represent them even if they signed up to the Process: Trade Union Side lodged the written pay-back terms. A response form the Acting submission on the current draft review proposal Director was awaited. in September. Restructuring Across EA: Consultation on GLPC Scheme Pilot: A Trade Union Side written revised and new draft job descriptions, created as submission was tabled to the EA in September. a result of restructuring, continued throughout Redeployment Policy: During discussions on the last quarter of the year. Consultation exer- the review of JNC meetings, Trade Union Side cises continued on structural changes resulting made clear that a review of the Redeployment in dozens of new posts across the Directo- Policy was required as it did not appear to rates. These changes involved the directorates provide clarity on processes designed to protect of Human Resources, Education, Children and existing staff. Young People Services (CYPS), Operations & Estates, Finance and ICT and will impact on Education Welfare Officers’ Pay Claim: Educa- members’ roles within EA. By the beginning of tion Welfare Officers have been concerned at November, over 20 Trade Union Side responses the inequity of their rate of pay compared to had been sent. These included comprehensive Social Workers in other areas of the public sector, responses to Service Level Reviews of the Educa- including the Health and Social Care sector, since tional Psychology Service, the Sensory Service 2015. A revised pay claim was lodged by NIPSA and the Music Service. in mid-October. Violence in Schools: The recommendations Pay Protection: NIPSA made clear at the DJF contained within the H&S Committee quarterly meeting in August that the focus of negotiations reports for CYPS to take action to reduce the must be to ensure no detriment to existing staff number of attacks in schools against support by providing those at risk of displacement as a staff were re-emphasised by Trade Union Side. result of restructuring with suitable alternative Trade Union Side criticised CYPS for not sending posts at the same or higher grade. a representative to the H&S committee meetings

Education & Further/Higher Education C2 68 C2 Education & Further/Higher Education Allowances: Trade Union Side wrote to the EA in training deficiencies; irregular issuing of P45s to mid-July seeking confirmation of all allowances members as a result of switching from Armagh applicable to staff across the EA. to Belfast payroll. Restructuring: Management side provided C2.4 CYPS Directorate Forum separate structural charts for Finance and EOTAS Youth Workers’ Move to Youth ICT. Two separate Branch consultations were Service: NIPSA continued to pursue a plethora underway. These included two new JDs for a of concerns on behalf of affected members new Business Support function, and 8 proposed including erosion of duties by stealth, lack of JDs for FICT Tiers 4 and 5. clarity on current and future roles of Youth Internal Audit Review: A meeting was held in Workers, changes to working hours, future terms late September to pursue the two remaining and conditions queries, availability of TOIL and collective areas of concern ie career develop- scheduling of training days on both collective ment for Managers and Terms of Reference for and individual member bases. a review of the new structure. Whilst Manage- Language and Communication: Following ment agreed to keep the new structure under Trade Union Side querying whether diagnostic review, it would not engage at this point on tools were available in Irish for use in Irish Medium Terms of Reference for a formal review. Schools, the Director of CYPS confirmed that the EA was working with CnaG to identify specific C2.6 Operations and Estates JNC training points and a skills audit was underway Directorate Forum to identify teachers with Irish language skills. However, when the skills audit template was Restructuring: It was reported that restruc- received by TUS, the reference was to any other turing proposals for Tier 5 were not yet ready for language other than English with no specific consultation. It was Management’s intention to emphasis on Irish. This was challenged by TUS proceed with the trawl for Tier 4 Head of Catering who suggested more specific emphasis on Irish and Head of Pupil Services during September. within the survey monkey template. Grey Fleet Transport, Travel for Work Policy NIPSA engaged with the following reviews Joint Working Group: In October, Management processes in CYPS: updated the Terms of Reference to take account of the actions discussed and provided an initial ❚ Educational Welfare Service Review; draft Policy for TUS review and comment. ❚ Special Schools Review; Smart School Transport: It was confirmed that ❚ Area Planning Framework for Special Schools a pilot exercise was to be initiated as Phase 3 and Specialist Provision; which would be rolled out to two schools. ❚ Elective Home Education Review; Provision of First Aid Training to Cleaning ❚ Classroom Assistants’ Review; Supervisors: Management agreed to provide this training, particularly for those staff who ❚ Education Psychology Service Review; work in schools after opening hours. ❚ EA Sensory Support Service Review. Acting Up Allowance: It was agreed that TUPE would apply and no changes would be imposed C2.5 Finance and ICT Directorate Forum to the Building Supervisors’ acting up allowance. Trade Union Side raised the issue on behalf of Lack of Response to TUS Correspondence: other legacy areas where members believed TUS once again heavily criticised the Direc- that their project supervision work should also torate for failure to respond to a number of attract the acting up allowance, which was important letters including the following; the under EA consideration. use and costs of Consultancy firms; the impact of 2019-20 NI Budget on the EA; iFS system

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C2.7 Education Directorate JNC Forum Earlier in the year, NIPSA showed solidarity to the NASUWT members who recently took industrial Restructuring: A number of draft JDs for new action to highlight issues of staff welfare within posts were received and responded to by Trade St Patrick’s Primary School in Pim Street Belfast. Union Side. It was confirmed that the SPO2 NIPSA were also included in LRA discussions post of Education Business Partner had been relating to these staffing issues too. filled internally. Within the SDS Service, recruitment to the 5 SIP posts proceeded. Trade Union In May 2019, Voluntary Grammar Schools, Inte- Side comments provided on the Administration grated Schools and Irish Medium Schools were restructuring draft JD proposals were taken on written to in the Belfast Region in relation board by Management. to the application of the second year of the 2018-20 NJC Pay Agreement implementation for Music Service Review: Trade Union Side stressed non-teaching staff and this was followed up by the importance of maintaining an in-house EA issuing a reminder communication. Music Service to schools. It was confirmed that Information was also issued to members in rela- the Board did not hold a particular appetite for tion to the Holiday Pay issue. outsourcing of this non-statutory provision. Review of Education Library Service: It was C2.9 Education Authority Southern Region reported that review proposals were considered by the CLT in late August with approval to forward (EA SR) to the Education Committee in mid-September, NIPSA continued to represent members at all following which TUS would receive papers for stages of the redundancy process within the consultation. The papers were awaited. Education Authority (Southern Region). As a Administrative Staff Structural Review: As a result of the Area Based Plans, meetings have result of Trade Union Side again querying the taken place across the EA Southern Region in status of proposals for this group, Management relation to school closures, mergers and amal- advised that the Head of Service would be in gamations. The amount of redundancies in SEN touch to set up the working group as previously and LMS has been particularly high this year. agreed, once scoping was complete. NIPSA Branch 521 held very successful clinics for members to book in a time slot to meet with or C2.8 Education Authority Belfast Region discuss any issues that they had. The clinics were (EA BR) well received by members. NIPSA continued with consultation on a new During the year, NIPSA continued to represent Contract of Employment and Grievance Policy members at all stages of the redundancy process for St Patrick’s Grammar School in Armagh. within the Education Authority (Belfast Region). NIPSA met with the Principal and Bursar to As a result of the Area Based Plans, meetings discuss these proposals in order to keep them in have taken place across the EA Belfast Region in line with NJC terms and conditions. NIPSA were relation to school closures, mergers and amalga- issued amended copies for consideration and a mations. response was being prepared to them. NIPSA Branch 516 held very successful clinics for In May 2019, Voluntary Grammar Schools, Inte- members to book in a time slot to meet with or grated Schools and Irish Medium Schools were discuss any issues that they had. The clinics were written to in the Belfast Region in relation well received by members. to the application of the second year of the NIPSA continued to seek further engagement 2018-20 NJC Pay Agreement implementation for with Management in relation to members in the non-teaching staff and this was followed up by Oakwood Autism ASD Outreach Service based issuing a reminder communication. in the Fortwilliam Resource Centre in relation to Information was also issued to members in rela- these members’ Job Title, Description and duties tion to the Holiday Pay issue. which they are doing that are similar to a higher grade of staff in the same service. Education & Further/Higher Education C2 70 C2 Education & Further/Higher Education C2.10 Belfast Metropolitan College (BMC) NIPSA have agreed not to attend any Joint Consultative Committee (JCC) meetings as BMC Management had informed NIPSA of a Management have not facilitated a mutually transfer of the Catering and Vending Services agreed date for all Unions to attend. to the OCS Group. This TUPE transfer completed early in the year and NIPSA were fully involved in the process on behalf of these BMC staff transferring to the new company. During the year, NIPSA had contacted BMC in relation to pay increases and increments that TUPE’d members who were previously the Department of Justice (DoJ) were entitled to. NIPSA received an offer in relation to a proposal to assimilate those TUPE’d members over from the NICS Scale to an NJC Scale that would be in line with other BMC staff. NIPSA contacted the DoJ staff who TUPE’d to BMC with this proposal. Meetings took place and further information was sought from BMC and DoJ to enable them to consider the proposal in greater detail. At the end of the year, NIPSA are still waiting on all members to reply before going back to BMC with the responses. C2.11 Northern Regional College (NRC) Earlier in the year, NIPSA was sent a number of Policies for consultation. The draft Policies for consultation and comment were: ❚ Work from Home; ❚ Register of Interests; ❚ L&D Policy; ❚ Job Evaluation. NRC are also drafting the following Policies as part of their Work Life and Wellbeing strategy: ❚ Menopause; ❚ New & Expectant Mothers; ❚ Assistance Dogs; ❚ Charity & Volunteering. NIPSA have raised concerns with the NRC in relation to considering and agreeing these Policies outside of the NTSNC as this is the negotiating forum for all of these sector-wide Policies to be agreed and a response was awaited.

Annual Report 2019 71 C3 Health and Social Care C3.1 Regional Issues As we moved forward, there were further political interventions as the date for an election in Agenda for Change (AfC) Safe Staffing and Northern Ireland was being called by the Secre- Pay Justice Dispute: In accordance with the tary of State. It was clear that the Industrial Health Central Panel’s view, the NIPSA position Action that had been taken across the trade had been to seek parity with the value of Scot- unions produced significant pressure that led land in the ongoing 2019/20 Pay discussions to a political focus on the Health crisis. In our taking place between the Department of Health view, that in no small way contributed to the (DoH), the Trust Employers and the Joint Unions. restoration of the NI Assembly and a new Health As months progressed without an acceptable Minister. offer, the Unions alerted DoH and the employers As this report went to print, the new Minister that if by the end of September 2019 no further had found a further £30 million, that led to the progress had been made, then there would be offer of pay parity with England in a 2 year deal a serious dispute in the Health Service, not only for 2019/20-2020/21. The initial assessment of relating to pay justice, but also driven by the NIPSA was that deal was not acceptable given thousands of unfilled posts across the Health that in the 2020/21 year it would mean a below Service that put patients’ lives at risk every day. inflation pay increase for the majority of health These vacancies put our members under severe service staff at the top of their scale. pressure to deliver a decent service to the public It had also meant that the NIPSA demands for and as time passed and no further acceptable safe staffing had not been addressed in the offer had been made, NIPSA commenced discus- subsequent documentation that was drafted. sions at the Health Central Panel to approve the NIPSA continued with our industrial strategy and process to ballot our members on Safe Staffing had planned to seek further negotiations with and Pay Justice. the Department of Health to raise our concerns The ballot opened on 4 November 2019 and to achieve our demands on safe staffing and pay closed on 25 November 2019 and sought justice. Throughout the duration of this dispute majority support for strike action and action and as part of our ongoing industrial action, the short of strike action. That result was achieved Joint Secretaries had not engaged on regional as members voted overwhelmingly when 90.4% matters unless they related to pay and staffing voted for strike action and 96.6% voted for action matters. short of strike action. Throughout the ballot process, NIPSA had sought co-ordinated action Public Consultation and Campaign on Stroke with the other unions where possible. Given and Breast Assessment: Supported the that the RCN had declared strike action on 18 campaigns on both of these issues with contact December, NIPSA, along with Unison and Unite, being made with the various local groups. The joined that action and the day was declared as a Department of Health Consultations were wider Health Service strike, the first of this nature extended to 2 August and again until 30 August. in many years. The public consultation meetings across towns had been very well attended by the public with Despite meetings with the political parties and NIPSA officials and activists attending to support the intervention of the Secretary of State when their local public services and were very vocal at an extra £28 million was found, which was to be all meetings where the Trade Union position was welcomed, the offer still fell short of NIPSA’s claim put across in the defence of patients, the workers for pay justice in line with the value of Scotland. and services. NIPSA provided a detailed written The unions rejected the offer and remained in response to the consultation. dispute with a huge strike taking place on 18 December, when NIPSA had at least 45 pickets Working Time Directive Sleep-In Cases: A across the HSC and Arm’s Length Bodies. There number of bulletins issued throughout the was a tremendous show of support from NIPSA year to advise members of the up-to-date legal health workers and the public on the day. advice in relation to the Mencap case, which was due to be heard in February 2020 with a

Health and Social Care C3 72 C3 Health and Social Care decision expected by July 2020. The bulletins ask what projects were ongoing and what was sought specific information from members planned in the coming months and years. At affected with regard to their own circumstances various Joint Secretaries forums, queries were in relation to sleep-ins. The responses received raised in respect of the ongoing spend and job had been worked through by NIPSA headquar- roles created over the lifetime of the Transforma- ters and our solicitors to have them ready for tion projects. This work continued to be taken any legal action or otherwise that was required forward at the various levels and Trade Union following the Mencap hearing and the implica- structures. tions that would result from that. Workforce Strategy: In-year Workforce Maternity Leave: NIPSA held meetings with Strategy presentations had been made to the our legal representatives during the year to get Trade Unions who raised that there appeared to clarification on the legal parameters of this issue. be no costings or any analysis of the workforce Based on these discussions, NIPSA sought to or the impact that proposed options would have progress the matter through the Department of on staff. They also raised the real problems with Health (DoH) and the Trust employers who had recruitment and retention across the Health and applied an inconsistent approach. The BSO had Social Care service and that, in our view, this was applied the Policy back to 2009 and other Trusts directly linked to pay and safe staffing. to 2010. More recently, the Joint Secretaries had Encompass and Public Sector Shared Services written to the DoH, highlighting that the Trade Program (PSSSP): A presentation had been Unions had raised this issued back as far as 2013 provided to the Trade Unions in the summer and on that basis that retrospection must be months when the program had indicated that applied back to 2009 across all areas as soon as they would require approximately 300 staff to possible. The matter remained on the agenda at be aligned to jobs in the Encompass model. The the Joint Negotiating Forum. Trade Unions had stated that any job roles would Holiday Pay: A seminar was held with our solici- have to be scrutinized and Job Descriptions tors in NIPSA HQ on 24 June to advise how NIPSA would be sought for Job Evaluation purposes. should proceed to lodge cases for those that Trade Union Side had been invited to sit on may have a claim. A further meeting then took the work force planning stream and questions place within the Public Officers Group to agree were raised there about what forum would take the best way forward. It was agreed that NIPSA forward the consultations on the wider HR issues would work where we could through the Branch including the impact on staffing and locations. Secretaries. In Health, this meant that a Self-Re- The Department of Health Permanent Secretary ferral form issued to the membership by email, had written to Health and Social Care Chief Exec- advising of the criteria under which members utives to advise that the PSSSP was now focused may have a claim, it would let them know to on developing in-sector approaches to shared contact HQ directly for a pack. For some areas, services for ICT. A program board had been set mainly in the Voluntary and Community sector, up to take this work forward and meetings had this had been done by direct mailshot. A series of been sought by the Trade Unions where NIPSA meetings took place to update members in each continued to represent the interests of members Trust area and province-wide regional meet- across all of the affected membership. ings for others. Our Solicitors at McCartan Turk- ington Breen had advised that the PSNI and NIPB Senior Executive Pay: This relates to a Breach had applied to the Court of Appeal for leave to of Contract legal case involving NIPSA, Unite appeal to the Supreme Court. This however did and RCN members where Counsel Opinion had not affect the NIPSA plans and work continued been taken. A discussion paper on the anoma- throughout the year to assist and support our lies in relation to pay etc and proposals for the members through the process. way forward had issued to the Trade Unions in February 2019. A meeting to discuss the issues Transformation Projects: Detail had been took place with the Department of Health (DoH) sought from Branches across the 5 Trusts to in the summer and they were to come back with

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further proposals. Writs were issued to protect The Trust recognised that these meetings had timescales to allow the discussion with DoH to often been directionless and agreed to support take place in an attempt to reach an accept- the work of the group by including senior HR able outcome for our members. Members in advice and the co-option of the Director to the the affected group had been kept informed and group ensured that decisions which were taken engagement had continued with our members had full management co-operation. and legal advisors. Mental Capacity Act: NIPSA met with the Trust Director with corporate responsibility for the C3.2 Mental Capacity Act (MCA) introduction of the new legislation. The Director Over the summer months, NIPSA became aware understood NIPSA's concerns about the addi- that the Department of Health, alongside the tional work required for the new assessments Department of Justice, had decided to proceed being absorbed into existing workloads. NIPSA with a partial implementation of the Mental received confirmation that the training was not Capacity Act (MCA) NI 2016 for the purpose of mandatory. providing a statutory framework for the depri- Holiday Pay: NIPSA raised awareness amongst vation of liberty safeguards. The proposed the members employed by WHSCT of their commencement of the new policy was to be 1 potential claim for additional holiday pay arising October 2019. When NIPSA became aware of out of industrial tribunal claims elsewhere. A the detail of the new Policy, we raised our serious number of meetings took place across the Trust concerns on a number of issues, including the in addition to an email campaign to ensure implications for those members working in the members submitted claims. affected roles, primarily in Social Work. We raised early on that there had been no formal engage- Crisis in Family Intervention Services: NIPSA ment nor sight of any documentation. We had raised concerns about the decision to unilater- concerns that appropriate training could not be ally impose restrictions on how staff would travel delivered in time for members to be fully compe- to statutory visits and complete other important tent and confident in the implementation of the work within this programme. An apology was new Policy. NIPSA had also raised the fact that issued by the Assistant Director in relation to a the extra workloads that would result in relation poorly worded email which caused a lot of frus- to the completion of additional forms and paper- tration amongst NIPSA’s Social Work members. work would put pressure on the already over Switchboard Staff: Industrial Action stretched workforce. In order to raise all of these commenced at the start of 2019 involving issues, a meeting was sought with the Depart- switchboard operators in Altnagelvin Hospital. ment of Health on 24 September 2019, when it This action became necessary following a deci- was agreed to delay the commencement until sion by the Trust to impose punitive restrictions 2 December 2019. This allowed our members on when staff could access annual leave for to be better prepared for the impending new shifts which occurred during periods of unsocial Policy and gave NIPSA Branch representatives hours (weekends, evenings and public holidays). the ability to highlight any negative impacts. An agreement was reached following a concil- The situation continued to be monitored and iation exercise supported by the Labour Rela- ongoing issues raised on behalf of members. tions Agency which was ratified by the members involved in the action. C3.3 Western Health and Widening Access Scheme: HMRC advised Social Care Trust (WHSCT) the Trust that some staff who had availed of a Primary Care and Older People (PCOP): NIPSA scheme designed to provide opportunities for continued to meet Management on a regular people to develop new careers / return to learn basis to review the rollout of Band 7 Senior Prac- would no longer be available. The scheme had titioner and to address concerns in relation to allowed employees to reclaim tax paid during the interface with Primary Care Co-Ordinators. placements with the Trust as part of the degree training. NIPSA raised concerns about the ending

Health and Social Care C3 74 C3 Health and Social Care of the scheme and the manner in which this was b. Domiciliary Care: NIPSA received proposals communicated to those affected. in respect of a proposed Management of Change Framework involving the introduc- Review of Disciplinary Process: NIPSA tion of new roles and responsibilities and commenced a review of the processes involved consulted with members in respect of the in suspending staff during disciplinary investi- proposals affecting Management and Admin gations. This work was continuing at the end of support within the Domiciliary Care Service 2019. Care Service. C3.4 Northern Health and c. Day Care and Residential Services: NIPSA Social Care Trust (NHSCT) consulted affected members in respect of a MOC proposal looking at the Management Financial Position: The Northern Trust provided restructure of the Day Care and Residential an update where they identified a break even services within Community Care Division. position in 2018/19 and the Annual Accounts The staff impacted by this proposal included have been submitted for 2019/20. The Trust were a Band 7 Day Care Locality Manager and expecting another tough year and are awaiting a two Band 6 Deputy Managers who would formal allocation letter from HSCB, but expect a be displaced. The vacant 8A post would further year of financial restraints with new chal- be recruited and the band 7 role would be lenges and a new Savings Target. Continuing as consumed between the two 8A’s. they have been in day to day delivery of services Policies: NIPSA met with Management in respect to try and ensure financial accountability. of a number of issues arising from the proposed Management of Change Processes: NIPSA changes following the Review of the Managing engaged with members in respect of nego- Attendance Protocol and Procedures. NIPSA tiation and consultation around a number of submitted comments in relation to the changes proposals including; being proposed and while NIPSA welcomed a. Pharmacy weekend enhanced working: some changes being introduced, the measures NIPSA supported members in the imple- proposed in relation to the Trust seeking to with- mentation and consultation process. NIPSA hold staff members sick pay in circumstances opposed both the extension to the current which NIPSA view as being inappropriate to do weekend working hours in the Antrim Area so and also the formalisation of the Trust seeking Hospital (AAH) from 9am – 5am to 9am to terminate a staff member who was facing – 9pm and the introduction of weekend redeployment for health reasons if an alternative working hours in the Causeway Hospital post is not located within an unacceptably short (initially a Saturday and after 12 months time period ie 8 weeks of the search beginning being extended to Sundays). Regular joint is unduly harsh. Management/Trade Union Side meetings NIPSA representatives sitting as part of the continued to take place. NIPSA and Trade Northern Trust Policy Review Group consulted Union colleagues continued to express members in respect of a number of reviews of concerns about the staffing levels, particu- current Policies including Bereavement and larly in terms of ensuring safe practices both Adverse Weather. during the week and at weekends and have Agency Working Concerns: NIPSA continued identified other concerns relating to part- to raise concerns in respect of the levels of time staff and the need for weekend working Agency working within the Northern Health and to be pro-rata which resulted in a group Social Care Trust. Having initially engaged in a grievance being raised with Management. number of sub-groups examining the three areas In relation to Antrim Area Hospital, the current including Corporate Support Services, Nursing proposal to extend current weekend working and Social Care have now brought these to a hours pending an optimisation process of halt insisting that the Trust follow agreed Policy the current working hours remained. and practice around Agency staff recruitment as

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a last resort and focus instead on securing safe Car Parking: NIPSA continued to raise ongoing staffing through permanent recruitment and issues arising in respect of the introduction retention of staff. of paid parking and the limitations of on site parking with Management as the Trust continued Working Time Directive Cases: Members to seek off site arrangement for staff supported continued to be appraised in respect of the by public transport. ongoing Working Time Directive Tribunal cases arising out of Residential Social Work. NIPSA and TUS reiterated that universal credit will be a big issue moving forward and that Holiday Pay Tribunal Cases: NIPSA concluded managers need to be aware that information a series of meetings with members to advise about their staff needs to be provided timely and them in respect of the implications arising from accurately as it could vastly impact on members. NIPSA’s successful PSNI Holiday Pay case and continued to provide the information and neces- Management agreed to send a reminder to sary documents to pursue further cases as they managers reinforcing the importance of timely are identified. staff amendments. NIPSA continued to liaise with regional Officials Agenda For Change: NIPSA continued to in respect of the collective grievance raised on press for release for Representatives to pursue behalf of Holiday Pay calculations which are ongoing training and challenged Management’s believed to be in breach of the required calcula- commitment to ensuring appropriate resources tions which should include overtime and allow- to progress AFC issues in a timely manner. ances arising out of the European Working Time Children’s Directorate Local Negotiating Directive. Forum: NIPSA consulted members in respect of ongoing concerns arising from the Review C3.5 South Eastern Health and of Secure Accommodation and its recommen- Social Care Trust (SEHSCT) dations which impacted on staff within Lake- wood Residential Centre which would see major South Eastern Trust Joint Negotiating Forum change including amalgamation with Juvenile Agency Working Concerns: NIPSA continued Justice into a new agency requiring a review of to raise ongoing concerns in respect of the levels current legislation and integrated protocols. of Agency workers within Residential Care and NIPSA represented the concerns of members the South Eastern Trust and the apparent delays to Management around ongoing unacceptable in recruiting and retaining staff. NIPSA chal- levels of aggression and violence experienced lenged the Trust to ensure appropriate protocols within Residential Units and exacerbated by are followed with regards to allocating appro- the failure to provide the necessary resources priate work and ensuring an appropriate work required ensuring all residential units are life balance for staff. Working Time Compliant. Working Time Compliance: NIPSA continued Hospital Social Work: Hospital SW Depart- to support members engaged in legal action ment – Changing service provision from 5 days with regards to securing Working Time Compli- to 7 days which entailed evening and weekend ance in Residential Care services. working for social work members. Meetings Holiday Pay Cases: Following a series of took place with management/staff and consul- engagements with staff to inform them with tation was ongoing. NIPSA await the drafting regards to Holiday Pay implications arising from of possible rotas which would be shared with the successful case within PSNI, NIPSA continued members for consideration. HR were also to support staff and provided the necessary involved in this process as per guidelines within assistance to members where further issues and the new SET policy ‘Management of Change’. implications arose.

Health and Social Care C3 76 C3 Health and Social Care Primary Care and Older People: NIPSA met dismissed those claims. However, in light of a with Management to discuss the proposed whistle blower, a full independent investigation introduction of new rotas which would not took place across all the FIT teams. NIPSA played be impacting on extra hours or service provi- a full role in bringing submissions and offering sion. NIPSA representing members proposed support for our members. a number of changes and reached agreement The Report was completed and circulated to with Management who facilitated changes all relevant parties and totally vindicated both requested by members. New rotas were to be NIPSA and the whistle blower’s statements. put in place across the service in other locations This included too many cases, a lack of proper over the coming months with further consulta- management and staff who had left not being tion taking place as required. replaced. Management pledged to fully imple- Mental Capacity Act Introduction: Whilst the ment the recommendations. success of securing an extension of the introduc- NIPSA commenced work with medical records tion of the Mental capacity Act to 2 December staff throughout the Trust to look at having 2019 was welcomed, NIPSA locally continued to their banding reviewed. The Branch liaised with meet with members and management affected NIPSA colleagues in the Northern Trust. This by its implementation. work was successful and the members have NIPSA raised a number of concerns around the been upgraded. South Eastern Trust’s failure to consult with NIPSA were fully engaged in consultations on regards to the serious concerns which arose for changes proposed to school nursing structures. members Terms and Conditions, Professional practice, capacity issues, Training and the failure NIPSA were engaged with members in Children’s to ensure sufficient resources. Gateway Single Point Entry team in a consultation exercise on changes to the team structure C3.6 Southern Health and Social Care Trust and remit. There was significant input by NIPSA Health and NIPSA decided to ballot members in Health on Safety representatives into the Trust’s Health and pay and staffing. The Branch put a huge effort into Wellbeing strategy. NIPSA representatives ensuring NIPSA members voted. This involved leafleting, email campaign and numerous site were at the centre of this important strategy and visits. As there was an overwhelming vote for were bringing all their experience and exper- industrial action, NIPSA prepared members for tise to ensure members were protected. NIPSA strikes and action short of strike action. NIPSA health and safety representatives were fully were encouraged by the huge turnout on the engaged in this process. day of industrial action. NIPSA took the lead in a service improvement/ NIPSA were involved both locally and region- stress risk assessment for over 100 staff in phar- ally in the consultation process regarding the macy departments throughout the Trust. It is realignment of both breast care and stroke anticipated this would address how staff are services. Locally, NIPSA were at the forefront of managed, included and treated in their work the campaign to save the breast clinic at Crai- place. It also examined at how Policies are gavon Area Hospital. NIPSA organised meet- implemented and rolled out. The main focus is ings and lobbies at the consultation events. to improve the working lives of staff. This impor- At the consultation meetings, NIPSA activists tant work is moving forward. asked many searching questions. NIPSA totally NIPSA continued to be involved in work on the rejected the two consultation documents as Daisy Hill Pathfinder Group. they were not fit for purpose. As previously reported, a working group was set NIPSA have continued to raise issues concerning up in Old Peoples Primary Care to examine the workload in the Family Intervention Team in role and function of admin staff in the ICT (Inte- Banbridge for a number of years. Management grated Care Team) service. The main aim was

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to ensure that the relevant staff were carrying C3.7 Disability Action out the tasks appropriate to them in order that the service was as effective as possible. Branch NIPSA have worked with a group of staff and members represent NIPSA members on this they have subsequently been upgraded. Unfor- working group. tunately, the organisation continued to refuse to recognise the uplift and NIPSA were in negotia- NIPSA commenced a group grievance against tions around this issue. the Trust on behalf of Domcare worker members. This related to the period of back pay being offered from the recent increase to their banding. C3.8 Regulation & Quality Improvement Authority (RQIA) NIPSA took the lead in a service improvement/ stress risk assessment for over 100 staff in phar- NIPSA engaged with members and Management macy departments throughout the Trust. This to ensure that the new proposed structures gave addressed how staff were managed, included ample career progression for members. and treated in their work place. It also examined how policies are implemented and rolled out. C3.9 Business Services Organisation The main focus was to improve the working lives (BSO)/Boards of staff. NIPSA decided to ballot members in Health on NIPSA continue to be involved in the Admin pay and staffing. The Branch put a huge effort into Service improvement work in the OPPC ICT ensuring NIPSA members voted. This involved team. The work, led to a proposal for additional leafleting, an email campaign and numerous site staff and promotional opportunities for current visits. As there was an overwhelming vote for staff members. industrial action, NIPSA prepared members for NIPSA discussed with Senior Management about strikes and action short of strike action. how members who experience domestic abuse Boards/PHA: As previously reported, the proposal were treated during disciplinary investigations, to close the Board and move the functions: capability issues and sickness absence. NIPSA advocated for a liaison-type role to support ❚ Responsibility for the majority of functions members. would move to the Department; After intense negotiations, NIPSA secured ❚ The Business Service Organisation would payments for our GP Out of Hours members for act as a host organisation allowing staff to unpaid annual leave entitlement when carrying maintain their terms and conditions; out additional hours/overtime. ❚ The functions and staff of the Social Care and NIPSA supported Emergency Department admin Children Directorate would transfer to the members with the proposed introduction of Public Health Agency. new rotas. NIPSA believed the new rotas would NIPSA raised questions at the meeting regarding have a detrimental effect on the members’ work/ staff and were given the following assurances: life balance. ❚ No redundancies; NIPSA, supported members with their Agenda ❚ for Change banding review applications. No relocation of staff; ❚ NIPSA were involved both at Trust level and No loss of any terms and conditions. regionally in reshaping the zero tolerance A new group was set up to oversee the decisions approach to violence and aggression towards made to close the Board. The Group consisted staff. of Trade Unions, Management in the BSO, Board NIPSA set up meetings and forwarded docu- and PHA and the Department of Health. It was mentation to members regarding the Holiday agreed by Trade Union Side that NIPSA would Pay cases. NIPSA helped members complete all co-chair the group. relevant forms and cases have been lodged.

Health and Social Care C3 78 C3 Health and Social Care The design groups met to plot what the new NIPSA had meetings with Senior Management structures. A report to the Joint Committee was around the working conditions of members awaited. in Payroll. NIPSA met with the members and As the Assembly was not re-established in brought their concerns to Senior Management November 2019, the earliest the Board can close in Payroll and HR. These included bullying, lack is March 2022. That being the case, many of the of career progression and the loss of permanent groups have been stood down as most of the staff. planning work had been completed NIPSA were disappointed in the response from Management and were in the process of formal- Extended Flexi-time: NIPSA presented a case ising the dispute. to Management that the Flexi Policy is not fit for purpose and should be extended. After NIPSA ensured that a recognition award was protracted negotiations, two pilot schemes introduced for 25 years’ service to members of were introduced. This enabled members to start staff. Management agreed and any member earlier and leave earlier in the afternoon. The who reached this milestone were given a one feedback so far has been positive. off extra five days leave. It was to have commenced in June but this was deferred to Shared Services: In February 2014, the Health September. NIPSA also ensured that no member and Social Care Trusts and the Business Services was disadvantaged in the months between June Organisation reconfigured into a Shared Services and September. organisation. Boucher Warehouse: NIPSA asked for a The Shared Services structure consisted of the meeting with Management to discuss a number following four departments: of issues in the Warehouse. These included the ❚ Recruitment Department based in Armagh; use of CCTV and the reporting of accidents. Further guarantees were put in place to protect ❚ Income Department based in Omagh; members. ❚ Accounts Payable based in Ballymena; NIPSA were being asked to comment on the Procurement and Logistics (PALs) Workforce ❚ Payroll Department based in Belfast. Plan. The Plan was circulated to all members in This reorganisation included the removal of PALs for comment. NIPSA submitted a detailed Band 4’s and Band 6’s from the Shared Services reply which insisted that Band 2 Warehouse structure with five years protection. In October staff were upgraded and called into question 2014, BSO were allocated funding to employ a the long term planning of Logistics. A response number of Band 4’s for a year. The Band 4’s who from Management was awaited. were on protection were slotted into the posts. NIPSA set up meetings and forwarded docu- In 2018, the BSO secured more funding from the mentation to members regarding the Holiday Trusts to allow them to recruit Band 4’s and 6’s Pay cases. NIPSA helped members complete all for a year with the possibility of an extension relevant forms and cases have been lodged. but on this occasion, they advised the staff on protection that they would have to apply for the Public Health Authority: Due to the atti- posts. tude and behaviours of some Managers in the PHA, NIPSA registered a dispute. The dispute NIPSA represented the members at their Stage was in relation to the role and recognition of 1 and Stage 2 grievance and unfortunately, Trade Unions and the support the organisation as expected, the grievances were not upheld. provided to Officers and Officials and the treat- However, as HR relied on 2 RPA Circulars, this ment of members of staff. allowed NIPSA to present the case at an Inde- pendent Appeals Hearing in the Labour Rela- Management outlined how they were proposing tions Agency. to deal with this issue.

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NIPSA agreed to meet to discuss the various remedies. NIPSA have agreed to lift the dispute on the understanding that Management carry out the remedies agreed. The remedies were implemented and NIPSA sought a follow up meeting to assess the effectiveness.

Health and Social Care C3 80 C4 Libraries NI C4.1 Budget 2019/20 Following LRA intervention, an agreement was reached to commission an Independent In April 2019, Libraries NI were allocated what Assessor to undertake a non-binding review was described as a very challenging budget allo- of the situation and the issues raised over the cation for the following twelve months. NIPSA preceding number of years. A Report was issued were advised that with no monitoring round in in late Summer 2019, which resulted in further June 2019, the organisation was in severe diffi- LRA facilitated discussions. An agreement was culties, with an underspend of more than half a reached to revisit the Job Description and draw million pounds predicted, resulting in warnings up an agreed new one which would then be of significant pressures on staffing resources and evaluated. Although Management agreed to opening hours in the second half of the year. engage on that basis, they remained reticent to However, following a bid for further resources at automatically agree a joint outcome. At year end, the end of the summer, DfC provided significant one of NIPSA’s experienced Job Evaluators was additional resources which enabled Libraries involved in working with the Branch Committee NI to increase its stock (a critical requirement and a selection of Branch Library Managers to in maintaining membership) and also not ensure that any new agreed Job Description to proceed with proposals to further reduce properly reflected the job undertaken, taking opening hours in many Libraries. into account the comments previously provided over the last number of years. C4.2 Use of Agency Workers C4.4 Christmas Opening Hours Throughout 2019, NIPSA continued to challenge Libraries NI on its over-reliance on the use of Management continued with reduced opening Agency staff. Management gave a commitment hours in a number of Libraries, replicating the to look at this seriously and committed itself to decisions taken in 2018. They did, however, increase the number of vacancies to be filled agree to ensure that staff in all Libraries were through permanent recruitment. accommodated as far as possible and that the period of time to make up hours was extended. Separately, NIPSA carried out a survey with members on the impact of the widespread and prolonged use of Agency staff on both service C4.5 Review of Libraries NI NIPSA delivery and permanent staff. Some Agency Constitution staff, who were NIPSA members, also partici- A new Constitution was agreed and imple- pated in the survey. The responses, which were mented during the year, which reflected some significant, were collated and shared with the changes made to the Management structure employers, anonymising comments as requested and enabled the business of the Committee to to form the basis for further discussions on how be dealt with more efficiently. to reduce the use of Agency staff further. C4.6 Policy Reviews C4.3 Branch Library Managers (BLM) Job Evaluation Review Trade Union Side engaged with Libraries NI on a range of Policies over the previous twelve Industrial action by BLMs as a result of a failure months. These included Recruitment and Selec- by the employer to undertake a review of the tion, Lone Working, Paternity Leave, Shared Job Description continued throughout 2019. Parental Leave, Managing Attendance at Work, Relationships were damaged between NIPSA Maternity Leave, Capability Policy, Drivers Hand- and Management as a result of the protracted book and Managing Unacceptable Behaviour. In nature of the dispute. Given the lack of move- all of these Policies, NIPSA provided comprehen- ment, the Labour Relations Agency (LRA) was sive responses and proposed significant amend- again requested to intervene in an attempt to ments, the vast majority of which were accepted make progress. by the employer.

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C4.7 Open Libraries length of pay spines. An agreed Terms of Refer- ence was drawn up and a number of negotiating During the year, Trade Union Side visited some meetings were held with Management on how of the five Libraries which were refurbished to to address these anomalies. At year end, Trade accommodate this new arrangement (funded by Union Side awaited written proposals from DAERA) to facilitate greater accessibility to broad- Libraries NI for future negotiations. band in rural areas. An assurance was provided by Libraries NI that normal opening hours and C4.11 Structural Review staffing levels would not be affected in any .way Towards the end of 2019, Management advised Following discussions with the Chief Execu- that Omagh Library was also scheduled for refur- tive and Chairperson of the Libraries NI Board bishment in 2020 to participate in the initiative, towards the end of 2018, a structural review of with the resources again provided by DAERA. the organisation was undertaken during 2019. An informal meeting was held with Trade Union Given the experience of how “open Libraries” Side in late Summer to provide a high level over- was operated and implemented in the Republic, view of the key issues contained in the Report. members had genuine fears that a similar No further comprehensive detail was provided approach would be taken locally resulting since then. In a number of discussions with in reductions in staffing levels. However, no Management, NIPSA emphasised that whatever concerns were raised by members working in conclusions were reached, there needed to be a the five Libraries. Trade Union Side continued to clear recognition that the outcome of BLM job monitor the situation. evaluation discussions had to be factored in to C4.8 Universal Credit any proposals on new structures for Libraries NI. As part of this structural review, Management There were limited uptake of the service offered decided to look at their structures at Director by Libraries NI to claimants for Universal Credit to level in the first instance. Proposals were avail of IT provision in local Libraries. The service presented to Trade Union Side and a response was included in the ongoing industrial action by was issued indicating that although the Union Branch Library Managers, which contributed to had no objections to the amended structure at the limited take up. that level, Management needed to engage with NIPSA at a much earlier stage in future. C4.9 Calculation of Holiday Pay NIPSA was advised by Libraries NI that only two C4.12 Impact of Brexit on Staff staff were affected by this issue (neither of which NIPSA had several discussions with members were NIPSA members) and that arrangements and Management on the impact of Brexit on were put in place a few years ago to pay them staff, particularly in respect of citizenship/settled appropriately, although no arrears were paid. status and the right of staff to feel welcome in Following a further query by Trade Union Side, the organisation, given all the negative media it appeared that there was an issue in respect coverage around migrant workers and non-na- of Agency staff who worked Saturdays. At year tionals. As a result, the Chief Executive issued end, this was being investigated by the Union to correspondence to all staff which emphasised ascertain if a challenge was merited. the value placed on all staff and provided some useful links to staff for updates on what to do C4.10 NJC Pay Award Year 2 and who to contact in respect of their status. Following negotiations, an agreement was reached on the approach to be followed and C4.13 Statutory Holidays staff received backdated payments. Part of this Trade Union Side were advised in Autumn 2019 agreement included a Phase 2 negotiation on that the normal May Day holiday for workers the ramifications for some grades in terms of would be moved to the first Friday in May, to

Libraries NI C4 82 C4 Libraries NI commemorate Victory in Europe (VE) day and that this was a decision taken by the UK Govern- ment. As a result, the matter was raised with ICTU who pursued the issue with the TUC in England to discuss a joint approach to have workers’ May Day restored on the first Monday in May (with an additional holiday for VE day if the UK Govern- ment so desired). By year end, an outcome was still awaited. C4.14 Data Sharing Protocol In order to comply with the new GDPR arrangements, a Data Sharing Protocol was signed between NIPSA and Libraries NI during the year. C4.15 Employee Engagement Libraries NI embarked on a different way to engage with staff during 2019. This followed a decision not to continue with the format adopted following the Stress Audit a few years previously. Trade Union Side emphasised to the employer that whatever decision they took about engaging with their staff, this did not in any way impinge on their obligations to consult and negotiate with Trade Union Side on any and all issues affecting NIPSA members. This was accepted. C4.16 Article 55 Review Management provided Trade Union Side with an overview of the key findings of the Article 55 Review. A copy of the final Report was awaited at year end. C4.17 Library Assistant Job Description A number of very useful meetings across six locations were held during the year with Library Assistants to discuss perceived changes to their generic Job Description over the last few years. Following further discussion at the Libraries NIPSA Committee, it was agreed to recommence those meetings early in 2020, when it was anticipated the outcome of BLM debate should be known.

Annual Report 2019 83 C5 Local Authorities C5.1 Review of Public Administration (RPA) c. Planners: A number of issues remained unresolved for planning staff who transferred A number of issues remained outstanding which to Councils in April 2015, mainly linked to were directly related to the RPA changes imple- TUPE-related matters and pay which had not mented in 2015 when the eleven new Councils been clarified or agreed prior to the transfer. were established. These matters were discussed locally in each a. Industrial Relations: The Interim Industrial Council in the absence of a Joint Industrial Relations Framework was not introduced in Relations Forum. 2019 due to a last minute withdrawal from the d. NJC Pay Award Year II: NIPSA established an process by UNITE and GMB. During the year, agreed joint approach in late 2018 with the informal discussions continued with both the other NJC Unions in an attempt to devise a LRA and LGSC to consider ways to break the co-ordinated approach to negotiations with impasse. A number of conversations were the eleven employers in Local Government. held with UNITE to explain what had occurred A number of meetings were held with NIPSA the previous year and to outline the areas of Officials, Panels and Committees to agree a focus for the collective bargaining frame- way forward. This resulted in NIPSA taking work. A document was prepared for UNITE the lead in pay negotiations and reaching to assist their deliberations on whether they agreement in all Councils which benefitted would re-engage in the process. A commit- the majority of NIPSA members. ment was made to have further discussions with NIPSA following internal UNITE meet- e. Holiday Pay Calculations: Although some ings. It was anticipated that by year end, the Councils had previously implemented a situation would become clearer. process of calculating holiday pay, with limited back pay, a majority of Councils had b. Local Government Staff Commission not. Through 2019, a number of meetings (LGSC): were held with those Councils to obtain the best negotiated settlement for members. i. The Local Government Staff Commission Following agreement with Belfast City remained in place through 2019 pending Council to implement a four plus two years the re-establishment of the Assembly settlement (four years backdating initially Executive and appointment of a Minister with a further two years pending the outcome to formally wind down the Commission. of the PSNI appeal), an agreement which was The previous Chief Executive resigned overwhelmingly supported by members in a during the year and his role was under- ballot, this template was used in negotiations taken by a member of staff from one of with other employment areas. A similar offer the Councils on a temporary part-time was made in a number of Councils mid year. basis. However, as a result of the Appeals Court ii. In the absence of an Interim Forum for ruling in the PSNI case, these offers were Collective Bargaining, the LGSC estab- revisited and remained outstanding at year lished a number of working groups to end as negotiations continued in an attempt consider a revision to the Local Govern- to achieve more favourable offers. ment Code of Conduct for staff as well as a Regional Health and Wellbeing Group. C5.2 Water Quality Inspectors An initial meeting of the working group on the Code of Conduct was held in a. Personal Safety Devices: This issue was not October, with NIPSA presenting a number pursued by the employer in 2019, despite the of proposed changes to the existing Code. Northern Ireland Environment Agency (NIEA) Further meetings of both groups were originally presenting this as a critical one rescheduled for late December 2019. requiring urgent attention. Staff continued to operate as they had done previously. No adverse impact was reported during the year.

Local Authorities C5 84 C5 Local Authorities b. On Call Arrangements: Differences new Council. New Policies were drafted remained in respect of payment for on-call to replace legacy policies with agree- across five Council areas, with formal griev- ment with the joint Trade Union Side. New ances being lodged in a number of employ- Policies include Essential Driver Policy ment areas. and CCTV Policy. Discussions took place c. Potential TUPE transfer to NIEA: In 2015, around the Sickness Absence Policy but there had been detailed discussions with agreement was not reached. Trade Union Side about the intention at that ii. Holiday/Overtime Pay/Back Pay: Thr- time to transfer Water Quality Inspectors to oughout 2019, discussions were held re- the NIEA on 01 April 2015 at the same time garding the ongoing legal case around that the eleven new Councils were estab- the payment of regular overtime during lished. This proposal was withdrawn at the annual leave periods. Discussions con- last minute at that time on the basis that tinued on the method of paying regular the cost of transferring the pension costs for overtime going forward and how many staff was prohibitive. In late 2019, indica- years back pay members would receive. In tions started to emerge, suggesting that this the meantime, members lodged cases at proposal would be reactivated, with further the Industrial Tribunal for unlawful deduc- work undertaken on the previous issue. A tion of wages. meeting was held with some employers in late Summer 2019 to obtain clarity, although iii. NJC Pay: This year, ANBC assimilated staff little progress was made at that time. Further onto the NJC pay scales. NIPSA successful- discussions with the NIEA and Councils was ly negotiated the assimilation to the new expected by year end. pay scales which ensured the best possi- d. Job Evaluations: A number of concerns ble outcome for the majority of members. arose during 2019 about the approach taken iv. Privatisation: Despite NIPSA’s opposi- by a number of Councils in relation to job eval- tion, ANBC became the first NI Council to uation. This led to the breakdown of indus- outsource its waste collection services in trial relations in some areas. A joint meeting their entirety. NIPSA voiced several con- was arranged with some HR Managers (in cerns to the Council and local Councillors the absence of a Joint Negotiating Forum) to regarding the risks of privatising Council discuss and agree a way forward. As a result, services. NIPSA also reached out to resi- a working group was established covering a dents in the area who also voiced opposi- couple of Councils to consider a raft of job tion to the changes in the service. evaluation concerns. It was anticipated that if this approach was successful, it had the b. Armagh City, Craigavon and Banbridge potential to roll out in other areas. Council (ABC) i. Restructuring Matching: Posts at Tier C5.3 Councils 4. Appendix C working well. Only one member has had an issue which was re- a. Antrim and Newtownabbey Borough solved. Tier 5 to start before the end of the Council (ANBC) year. i. Harmonisation: The Council has began ii. Holiday Pay: Following consultation with harmonising Terms and Conditions and the Branch Committee, NIPSA agreed to Policies after RPA. Cleansing staff suc- contact members to advise them of their cessfully accepted harmonised Terms and rights to claim holiday pay for all regular- Conditions and allowances which would ly paid supplements including overtime. not be implemented early in the New A Branch meeting was held in for late Year. Members in other departments were August to carry out this exercise. issued new Job Descriptions under the

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iii . Armagh and South Lakes Leisure had a range of problems from appearing Centres: Following the successful cam- not to be agreed by Trade Union Side at paign to keep the SLLC in house, NIPSA LCNF level and others that had gone past representatives worked tirelessly to their date of review. Given that these Poli- ensure this model succeeded. By way of cies, including Disciplinary Grievance and an update, Mike Dix, a consultant from Absence, JTUS insisted on a joint group England, had been brought in to work and timetable examine these issues. with V4 and oversee the Transformation NIPSA tabled a request for further facility process. He met with NIPSA and present- time given the harmonization work still ed his action plan of aims and objec- required and the pressures of the restruct- tives. He agreed to work with the unions ing process. with openness, trust and transparency. A iv. Holiday Pay: Following consultation with Working Group was established to discuss the Branch, NIPSA contacted members staff Job Descriptions and T&Cs. to advise them of their rights to claim iv. Future Management of Gosford Forest holiday pay for all regularly paid supple- Park: Gosford Park transferred to Council ments including overtime. Management on 1st January 2019 under a new Lease have informed Trade Union Side that an and the Council recruited staff. In the short offer will be made to settle claims early in term, the running of the Park was being the New Year. covered by Council staff and agencies. The v. Serco Leisure Industrial Relations: The only issue unions have to date was around Collective Engagement Framework was some of the new Job Descriptions which agreed and signed off by JTUS this fol- were not agreed. In particular, the Man- lowed extensive negotiations throughout agement post caused concern given the the year with HR. projected grading. There still remains a number if significant c. Ards and North Down Borough Council issues in relation to the Drugs and Alcohol (A&ND) Policy. NIPSA made final amendments i. Branch Organisation: A number of new and have stated their position that unless representatives joined the Branch Com- these were accepted NIPSA would not be mittee and are attended training courses. prepared to sign off the Policy. The Branch continues to represent d. Belfast City Council (BCC) members in numerous types of cases with a high level of success. i. Industrial Relations: Following a meeting with the Chief Executive in 2018, ii. Leisure, Community Centre, Regenera- a comprehensive review of industrial relation, Planning and Tourism Transforma- tions commenced by Belfast City Council tions: NIPSA received the Terms of Refer- in late 2018, which continued into 2019. ence for the Community Centre Review NIPSA, in conjunction with the other and negotiations continued on the review recognised Trade Unions, engaged with of the Regeneration and Tourism Section the outside Consultant throughout the with central concerns of funding for review. A further meeting was held with changes and grading of new posts, the the Chief Executive to raise strong objec- subject of much discussion. The members tions to plans to remove the NIPSA Co-or- concerned have all been successfully re- dinator from their role at the end of August deployed into positions that negated any 2019. Following discussions, agreement detriment to pay or terms and conditions. was reached to retain the Co-ordinator in iii. Policy Development: NIPSA raised con- post, to be considered along with other cerns regarding a number of Policies that key recommendations with a completion

Local Authorities C5 86 C5 Local Authorities date of 31 March 2020. NIPSA remained iv. NJC Pay Award 2: Agreement was sceptical about some of the conclusions reached in collaboration with the other and recommendations but continued Unions on the assimilation approach to to work closely with the other Unions to be used for Year II of the two year pay deal. develop an agreed approach in ongoing v. Calculation of Holiday Pay: A formal discussions. proposal on how to deal with the calcula- ii. Planners: In 2018, the vast majority of tion of holiday pay was received from the Planning staff agreed to move onto NJC employer in December 2018. This was an pay and terms and conditions, thus en- enhanced offer from a number of previ- abling three years pay uplifts and other ous offers received and reflected a more buy-out compensation to be paid. A small reasonable alternative than waiting for number of members decided at that time the outcome of the PSNI appeal. Members to retain their TUPE protected Terms and were balloted on the offer, which was four Conditions. years backdating for all staff who were In Summer 2019, further meetings were entitled, not just those who had lodged a held with the remaining TUPE protected complaint, along with a commitment to a members as a number had indicated further two years backdating, depending that they had changed their minds about on the outcome of the PSNI Judgement. staying on Civil Service Terms and Condi- Following acceptance of the offer by the tions. As a result, further meetings were vast majority of NIPSA members, arrange- held with Management in an attempt to ments were made through the Labour both obtain the same deal as other staff Relations Agency to draw up agreement the previous year and in a few cases, argue terms, with members receiving arrears, for slight enhancements. At year end, some of several thousand pounds, by late Management was still considering this Spring. Some difficulties did arise in the request. Summer of 2019 when the PSNI Appeal Separately, NIPSA requested agreement Judgement was issued, as some members with Belfast City Council to negotiate a thought the deal agreed with the employer pay rise for those who continued on Civil by the Union was insufficient. A number Service pay and Terms and Conditions, of meetings were held with members to but had not had a pay rise since 2016. explain the situation, including the fact Management agreed to seek legal advice that the PSNI case Judgement had been on how to handle this request. Legal appealed to the Supreme Court. advice was also sought from McCartan The template used for agreement in Turkington Breen on what legal avenues Belfast City Council was used in negotia- were open to NIPSA should agreement tions in a number of other Councils and not be reached on a pay increase. other employment areas. iii. Greenwich Leisure Limited (GLL): At the vi. Recruitment Arrangements: Proposals end of 2018, NIPSA members employed were received in early 2019 regarding how by GLL decided to form their own Branch Belfast City Council intended to recruit rather than remain with Branch 526. Dif- staff and to fill vacancies up to March ficulties arose during the year in terms of 2020. NIPSA did not accept the proposals arranging a meeting to establish a new presented. However, as the other three Branch Committee due to a number of Unions were content to sign the Agree- issues. By year end, arrangements were ment, Management proceeded with their discussed with local Representatives to or- plans regardless of NIPSA’s concerns. ganise meetings and formalise the Branch structures.

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vii . Transfer of House of Multiple Occupan- agreed NIHE Staff Handbook. Discussion cy (HMO) staff to Belfast City Council: on this continued by year end. In April 2019, sixteen staff transferred Separately, the local Branch in Belfast City from the Northern Ireland Housing Exec- Council engaged with Management in utive (NIHE) to Belfast City Council. This respect of a structural review of the new followed very difficult and fractious dis- HMO Service undertaken by the new cussions with the NIHE, BCC and the De- employer. partment for Communities on the Staff e. Transfer Scheme and TUPE protections Causeway Coast and Glens to apply, if indeed it was a TUPE transfer i. Review of Leisure services: Trade Union at all. The Department imposed a Staff Side received regular updates throughout Transfer Scheme without agreement with 2019 on the Council’s bid to retain servic- NIPSA and in the process, misled both es in-house. The decision on the in-house the Chief Executive of the NIHE and the proposals will be made in early 2020. Trade affected staff about what options were Union Side have advised Management open to them. Staff were told that they that we would resist any attempt to priva- had no choice but to transfer, something tise Leisure Services. In January/February, which NIPSA had strongly objected to on a Council Committee rejected proposals the basis that the functions undertaken for the restructure of Leisure Services Man- by HMO staff in the NIHE were not trans- agement. This was eventually overturned ferring due to new legislation being intro- at a meeting of the full Council. The delay duced in April 2019. in agreeing a new structure caused signif- On the Friday evening before the transfer icant inconvenience to those tasked with date, the NIHE CEO advised NIPSA that developing the in-house bid. the Department had changed their advice ii. Task and Finish: Trade Union Side and that the lawyers accepted that staff reached agreement with Management on could stay with the NIHE if they chose to a buyout to compensate staff who would do so. A letter was issued to NIPSA shortly no longer be entitled to leave work after before 6pm that night advising that staff they had completed their assigned duties. had up to midnight on the Sunday night A payment of £2,500 was made. to express their intention not to transfer. That letter was not issued to the staff iii. Mileage: An agreement was reached affected by the employer. On Monday, with Management which was then sub- 01 April 2019, the staff were then advised sequently undermined by the Council’s that as none of them had indicated that elected members who rejected the pro- they wished to remain with the NIHE by posals. This unprecedented action led to midnight on 31 March 2019, legally they deterioration in industrial relations. At the were employees of Belfast City Council. JCNC in October, the Chief Executive was This caused considerable anger and advised that this was completely unac- distress for all members. ceptable and undermines the principles of collective negotiation. As a result of how members were treated, legal proceedings were lodged at the iv. Policies: A number of new Policies were Tribunal; a formal group grievance was ratified during 2019 with work continu- lodged against the Chief Executive in the ing on several others. The objective of the NIHE for misleading staff and discussions Action Group has been to develop Poli- were opened up with Belfast City Council cies which bring the best practice from with a view to seeking agreement on a the legacy organisations into the new proper suite of TUPE protected terms and Causeway Coast and Glens procedures. conditions based around the collectively

Local Authorities C5 88 C5 Local Authorities A Policy covering payment at events Management that BMI had ceased trading proved challenging during 2019 and did with immediate effect. All flights had been not receive Trade Union Side support. cancelled. BMI operated the Derry to Stan- A new Policy dealing with Probationary sted route which involved four flights a Periods was ratified. This did not affect any day/six days a week. The route was subsi- existing staff. dised as a Public Service Obligation (PSO) v. NJC Pay: Trade Union Side formally and was crucial to the viability of the adopted Option B arising out of the na- airport. NIPSA contributed to a number tional pay discussions. of live radio broadcasts concerning the impact this announcement was having on vi. Financial Pressures: In September/ staff. A planned meeting on 19th February October, the Chief Executive issued an provided a number of reassurances con- email to staff following some media spec- cerning the award of an emergency con- ulation about the Council’s financial posi- tract for the route and it was confirmed tion. The email confirmed to staff that the that a new operator should be in place Council remained solvent and that there within days. would be no compulsory redundancies. It was announced on 21st February that NIPSA issued a press statement outlin- Loganair had been awarded the interim ing our position that the pressures were contract to operate the PSO route with self-inflicted, particularly since the Council additional plans to operate a daily refused to consider increases to rates or commercial service to Manchester from income generation opportunities that May. other local authorities had already implemented. NIPSA wrote to the Chief Execu- In addition to the issues concerning the tive to raise concerns about the content PSO route, NIPSA also lodged the pay of his email to staff and the failure to brief claim for 2019/20. Management advised Trade Union Side in advance. that due to financial pressures, it would be very challenging to offer staff any more f. Derry City and Strabane Council than their statutory obligations for those i. Guildhall: NIPSA notified Management on the minimum wage and 1.8% for all of a dispute in relation to the payment of other staff. arrears for Technical Support Assistants Trade Union Side expressed our disap- employed in the Guildhall. This dispute pointment at this information. The related to the failure by the former Derry Trade Union Side pay claim included the City Council to include this group of staff following items: in the job evaluation process during the ❚ Additional annual leave for staff not implementation of Single Status. An infor- on NJC terms and conditions with mal consultation concluded with NIPSA continuous service of five and ten years; members approving a request to commence industrial action. The employer ❚ Increases to the employer contributions tabled a new offer of four years arrears to the CODA pension scheme; and this was accepted by the members ❚ 2% pay rise for all staff above minimum involved in the dispute. The arrears were wage. paid prior to the Christmas pay period. iv. PSO Route: In September, Logainair ii. NJC Pay: Trade Union Side formally changed the destination airport from adopted Option B arising out of the na- London Stansted to London Southend. tional pay discussions. This route is integral to the airport’s sus- iii. City of Derry Airport Ltd: On 16th tainability and provides connectivity for February, NIPSA was notified by CODA business to the London business market.

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It continued to operate in a very challeng- working terms and conditions for Environ- ing environment. It had been supplement- ment & Place and Leisure Services between ed with flights to Manchester but these the legacy Councils. Again, because of the were withdrawn due to a lack of demand. lack of clarity on job evaluation, issues NIPSA continued to meet airport Manage- continue to be raised in working practices ment on a regular basis to receive updates between legacy job terms and conditions. on the operation of this vital route. NIPSA awaited for the results of the review v. Regional and City Airport Management in late 2019 of the entire Organisation (RCAM): NIPSA was notified by Manage- Structure by ‘Solace in Business’ but the ment in December that the Management report was held until the appointment contract with RCAM would cease from 31 of the new Chief Executive. This appoint- March 2020 and that the Company was ment was hoped to be made by the end in the process of appointing an airport of January 2020. manager. This led to unnecessary specula- NIPSA continually sat on reviews of work tion from staff that the Company was be- Policies and Procedures (which currently ginning a process which would ultimately sit at 32 P & P and growing). Along with lead to the closure of the business. NIPSA these, we have the general representative met with Management in December to duties of sitting in on disciplinary investi- discuss concerns and to seek assurances gations, witness observer, LCNF etc which about the viability of the business and to increase year on year. request that Council confirm their respon- h. Lisburn City and Castlereagh Council (LCCC) sibilities towards staff should the airport be forced to close. i. Harmonisation: Following RPA, NIPSA were involved in the drafting of new pol- vi. Holiday Pay: NIPSA advised members of icies in LCCC. These included a Uniform their entitlements arising out of recent Policy, an On Call Policy and a new Redun- judgements. A meeting took place with dancy Payments Policy. Management in December to discuss the implementation of arrangements to intro- ii. Job Evaluation Process Objections: duce holiday pay and to agree protocols NIPSA made several objections to the for arrears. Further meetings are planned LCCC’s use of desk top matching over full for 2020. job evaluations. A working group was formed to address this issue and contin- g. Fermanagh and Omagh Council (FODC) ues to work with the Council. The past year saw a larger workload on a small iii. Efficiency Review: LCCC reached phase Union team within the Council and all finding it three of their efficiency review. NIPSA increasingly difficult to get the time to give the were involved in ensuring that the aim full care and attention the issues being raised streamline services and allowing staff to deserve. avail of voluntary redundancy does not i. Job Evaluation: The item that continued have a negative impact on those continu- to give the greatest difficulty is Job Evalu- ing the service going forward. ation (or lack of evaluation). Jobs contin- iv. NJC Pay: NIPSA negotiated the assimila- ually being evaluated are deemed to be tion of LCCC staff onto the NJC pay scales. ‘desk topped’ which NIPSA do not agree It was agreed with the Trade Union Side a with as a lot of the jobs remain under the method of incremental lifts and assimila- same title before and after evaluation. tion that benefited the majority off NIPSA There was no transparency in the system members. This saw a significant pay lift for and no right of appeal. lower paid members in LCCC. ii. Harmonisation: NIPSA were involved in working groups on the harmonisation of Local Authorities C5 90 C5 Local Authorities v . Holiday/Overtime Back Pay: Following iv. NJC Pay: Trade Union Side formally the decision of the PSNI appeal case, NIPSA adopted Option B arising out of the na- members who are owed overtime pay- tional pay discussions. ments during leave periods lodged cases j. Newry Mourne and Down District Council with the Industrial Tribunal. The Council (NMD) have put forward a proposal which was be issued to members in a ballot paper. i. Industrial Relations Dispute: A new The agreement and back pay will then Terms of Reference Agreement was signed be agreed individually by members who by JTUS and management. This Agree- have a claim to holiday overtime back pay. ment included the establishment of a joint working group to deal with harmoni- i. Mid and East Antrim Borough Council sation of TNCS and job matching process. i. Harmonisation of Terms and Condi- Trade Union Side were able to secure facil- tions: Management undertook a scoping ity release for two representatives to carry exercise to identify differences in the out these tasks. employment practices of the legacy or- ii. Joint Working Group: The Absence Policy ganisations. Following this process, they was put to the group but this time for JTUS tabled proposals to harmonise 29 areas input. The four sister unions sat down for a which included a range of payments considerable time and between us all we made to staff, eg overtime, unsocial hours, found over fifty problems with it along- shift allowance etc. Trade Union Side re- side our red lines re trigger points. There sponded to each term with counterpro- are serious issues with the legacy Down posals. A number of meetings took place Absence Policy which does not recog- during 2019 with a view to achieving an nise industrial injury. It is being treated agreement. This work was not complete the same as regular sickness and people by year end and will continue into early are being pulled into meetings and sanc- 2020. A number of significant hurdles to tioned as a result. agreement have yet to be overcome. Leave Policy, Flexi Policy, Toil Policy and ii. Policies: The Policy sub-group continued Personal Safety Policy being worked on as it work throughout 2019 and although a well. number of policies reached a final stage in the process, it was not possible to reach Terms and Conditions Harmonisation agreement due to significant issues re- were supplied by Management Side and maining unresolved. It is hoped that JTUS side responded. further work will continue in 2020 to allow The Admin Review was presented and these important documents to be ratified. Management were advised to find a solution to the 14 people at detriment, some iii. Restructuring and Service Reviews: dropping from a scale 6 to 4 for Admin NIPSA formally registered a complaint with Assistant. the Council’s Chief Executive over their failure to properly inform and consult with iii. Privatisation of planning functions: Trade Union Side in relation to restructur- Members within the Planning Department ing and during the development of service brought to NIPSA attention that Manage- reviews. Trade Union Side was particularly ment were in discussions with Capita to frustrated by incidents involving the re- outsource certain functions to address deployment of staff before any formal en- the current backlog. This was done behind gagement with the relevant Union. Man- the back of the JTUS and with no consul- agement apologised for their failure to tation. NIPSA wrote to management and consult and confirmed their commitment raised their concern and put Management to collective negotiations going forward. on notice that this was unacceptable and

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would lead to a dispute. NIPSA issued a Press Release and informed the elected members. This resulted in the withdrawal of the offer from Capita and meaningful meetings with Trade Union Side to resolve the backlog using Council staff. iv. Holiday Pay: Following consultation with the Branch, NIPSA has agreed to contact members to advise them of their rights to claim holiday pay for all regularly paid supplements including overtime. A constructive LCNF with the new CEO at the helm was held with this issue the only item on the agenda. Management sought advice on possible solutions which will be discussed with JTUS in due course. v. Disciplinary Culture: JTUS are concerned with the high number of disciplinary and absence meetings with an alarming trend of HR going for the higher level of “gross misconduct” at every available chance. Nearly 100% are resolved with common sense but at great apprehension to the members concerned.

Local Authorities C5 92 C6 Northern Ireland Housing Executive C6.1 Social Housing Reform Programme e. A political and government commitment to work collaboratively across parties and along- (SHRP) side other interest groups to finally tackle, in Despite the absence of an Assembly Minister a meaningful way, the crisis of homelessness, throughout the whole of 2019, the SHRP with a strong focus on making this a social remained a key objective of the Department for imperative, with realistic and tangible targets Communities (DfC). The Department behaved for delivery. as if the reform programme proposals developed by Civil Servants were agreed or were C6.2 Stock Transfer the only option, with various senior Civil Serv- ants and others providing statements to the Following the overwhelming success of NIPSA’s media about the state of public housing and, campaign against the political decision to in particular, threatening to leave tens of thou- transfer NIHE to Housing Associations intro- sands of homes in disrepair if resources were not duced by a previous DUP Minister and enthusi- provided by 2020. astically pursued by the Department, even after the collapse of the Assembly and with no polit- Against that backdrop, NIPSA continued to ical cover or instruction to do so, the policy of engage with political parties, housing bodies, selling of Housing Executive homes to private lobby groups, the Department, the Assembly Housing Associations was halted in late 2018. All-Party Housing Group, the NIHE Chief Exec- During 2019, staff were redirected in both the utive and Chairperson of the NIHE Board to NIHE and DfC to other work as the Stock Transfer ensure that NIPSA’s views on the SHRP remained Programme was put on hold indefinitely. Whilst in focus for everyone. this was a major victory for NIPSA, but more At every opportunity, NIPSA emphasised the key importantly the residents of Ballee, Ballymena elements of its vision for public housing provi- and The Grange, Ballyclare, the Department sion and encouraged political parties to endorse licked their wounds and changed their focus to that approach. The key elements included: making statements about tens of thousands of NIHE homes being abandoned to quicken the a. The retention of the Northern Ireland pace towards changing the status of the Housing Housing Executive (NIHE) as the sole publicly Executive. accountable Housing Authority for public housing; As NIPSA argued for years, all of the changes proposed for housing were inter-linked and b. The immediate removal of all impediments specifically focused on dismantling the NIHE to the “right to borrow” for the Housing Exec- as the single, publicly accountable Housing utive, thus enabling the NIHE to secure the Authority with the ultimate purpose of priva- necessary finances to commence an ambi- tising the provision of public housing. tious programme of new builds, repairs, maintenance and upgrades, thereby creating NIPSA warned its members, political parties and thousands of construction jobs and hundreds others, that a strong political commitment was of apprenticeships for young people; needed to protect the Housing Executive, its staff, as well as existing and future tenants from c. The complete cessation of any further stock the disaster of public housing provision as expe- transfer proposals from the NIHE to Housing rienced in England and Wales. Associations; d. A political commitment from all political C6.3 Re-enagement of Dr Stewart Smyth, parties to work together to seriously tackle Sheffield University the growing housing crisis which needed to go beyond the very modest proposals In Spring 2019, NIPSA commissioned Dr Stewart continued in the Draft Programme for Smyth from Sheffield University to produce a Government (PfG) further publication to complement his previous documents from 2013 and 2017, this time concentrating on “not for profit” or “mutual

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housing” models for social housing provision. a. lack of clarity around policing or enforcing The publication included reference to a case compliance of any new regulations by the study visit undertaken by NIPSA and Stewart existing 55,000 private landlords; Smyth in mid 2019 to Rochdale Borough-wide b. the increased vulnerability of Universal Credit Housing, a Mutual Housing Association estab- claimants who would increasingly be pushed lished to take on the role previously carried out towards an unregulated and unaccountable by Rochdale Council. private rental sector; NIPSA decided to focus on this particular c. the lack of rent certainty or security of tenure model to counter moves by the Department to and how this did nothing for those in dire present mutual housing as a reasonable alter- need of decent public housing; native to the retention of the Housing Exec- utive and hoped for political support for this d. the meagre change from 4 weeks to 2 months idea, following the failure of their Stock Transfer notice to quit by landlords demonstrated the Programme. NIPSA’s Report, expected to be unwillingness of government to seriously launched in early 2020, would highlight not just tackle the housing crisis in a structured and the inappropriateness of the model given the strategic manner; scale difference in terms of stock, but would also e. for many elderly people and those relying on present the Union’s views on how to resolve the benefits or on low income, the potential for housing crisis. fuel and/or food poverty had been ignored by the refusal of the Department to cap rents C6.4 Reclassification of Housing in the private rental market; and Associations f. there was nothing contained in the review Although there was no movement on this piece which tackled at all the increased likelihood of legislation in the absence of an Assembly of evictions and the resultant increased Minister throughout 2019, the Department vulnerability of families and young people continued to allow Housing Associations to becoming homeless. operate as if the legislation had been passed. This enabled Housing Associations to continue C6.6 Fundamental Review of their right to borrow, unlike the Housing Exec- Social Housing Allocations utive. It was anticipated that other proposed changes contained in the proposals would be NIPSA made a detailed submission in late 2018 introduced once the Assembly was reintro- to the public consultation in respect of this duced (or following a decision made by the NIO review, highlighting, among other things, that Minister in the absence of the Assembly) which the review did not in any way address the lack would move Housing Associations even further of social housing nor did it address the fact that away from public accountability and Depart- the private rental sector remained an unregu- mental scrutiny. NIPSA highlighted the dangers lated, unaccountable sector providing no rent of such a move in what remained such a divided certainty or security of tenure with no mecha- society across many communities. nism to police 55,000 private landlords. NIPSA’s response also highlighted the deliberate move by government towards viewing the private rental C6.5 Review of Private Rental Sector sector as a means to mask the growing housing There was no movement in respect of this review crisis. In its response, NIPSA also challenged the during the year in the absence of a Minister, proposals which would fundamentally change however the issues contained in the review the way to deal with tenants who have been remained a worrying development if imple- intimidated, including those people, predom- mented. NIPSA continued to highlight concerns inantly women, who were forced to leave their about: home due to domestic violence. In the absence of a government Minister throughout 2019, this

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review was not taken forward. However, NIPSA type” transfer. This followed a series of difficult remained vigilant in case there was any move by and fractious meetings with the Department the Department to unilaterally implement these for Communities, BCC and the NIHE. The staff proposals. transfer was imposed on staff rather than agreed with NIPSA. In addition, the Department misled C6.7 Housing Benefit the NIHE CEO, who, in turn, misled the staff, about their right to remain in the NIHE. When staff Following on from some positive developments discovered this right to remain and attempted in 2019, NIPSA continued to be successful in to exercise their right, they were subsequently 2019 in obtaining agreement on protections informed that as they had not exercised that and opportunities for staff in this area of work. right by midnight on the day before the transfer From a position a few years ago when hundreds was to take place, they were legally Belfast City of Housing Benefit staff were threatened with Council staff on 01 April 2019. The fact that the redundancy or some vague commitment to staff were not provided with this information change their employment status to Civil Serv- until after the midnight deadline was ignored by ants, the situation was totally transformed. all parties. NIPSA previously threatened to make formal As a result of this debacle and the disgraceful complaints to the Audit Office and Public treatment of the staff affected, a group griev- Accounts Committee due to what it argued ance was lodged against the Chief Executive of was a waste of public finances for pure political the NIHE and a Tribunal complaint was lodged in purposes, whereby work would be transferred respect of a breach of TUPE by all parties. Sepa- from the NIHE to the Land and Property Services rately, discussions were commenced with BCC (LPS), resulting in Housing Benefit staff being to agree a TUPE protections list of Terms and made redundant, LPS having to recruit and train Conditions, using the collectively agreed NIHE new staff and a private computer company being Staff Handbook as the source document for asked to provide the IT system to undertake that discussions. work, when the same company provided the IT system to the NIHE to carry out very similar functions. C6.9 Transfer of Asylum Functions from NIHE to MEARS As a result of positive and detailed engagements over the last few years with DoF, DfC, NIHE and On 1 August 2019, the functions previously political parties, the outcome was the retention carried out by NIHE staff were transferred to of many Housing Benefit staff, promotions for the MEARS Group. This followed the loss of the scores of staff, permanent jobs for some Agency Contract by SERCO, on whose behalf the NIHE and Fixed Term Contract staff. In addition, by year previously undertook the work. On the back of end, discussions continued between the Depart- such a fiasco regarding the HMO transfer a few ment, LPS and the NIHE on the strong possibility months earlier, a sensible approach was taken of returning some fifty or sixty rates-related jobs this time by the NIHE and all five staff were from the LPS back to the NIHE, which would offered the right to be transferred to alternative represent another significant victory by NIPSA in work within the NIHE. In the end, three staff were protecting members’ interests. moved to alternative duties, while the remaining two staff applied for promotion jobs with MEARS C6.8 Transfer of Houses of Multiple and were successful. Occupancy (HMO) staff to C6.10 HR Policy Reviews Belfast City Council Trade Union Side engaged with HR throughout In April 2019, fifteen staff (fourteen of which the year on a range of Policies, with the majority were NIPSA members), were forced to transfer to of comments taken on board by Management. Belfast City Council in what was termed a “TUPE At year end, a detailed response to a revised

Annual Report 2019 95

Recruitment and Selection Policy was under even more, it transpired that not only had staff deliberation. Discussions continued on the waited from April for their pay rise, problems re-introduction of a Staff Transfer Scheme and a with the payroll system meant back pay would Welfare arrangement. Difficulties remained with not be paid until the New Year. NIPSA registered the attempted introduction of a Performance a strong complaint about the outcome of these Management Policy, which included a focus on negotiations, whilst at the same time urging behaviour. This remained unresolved by the end urgent commencement of Phase Two of those of the year. pay negotiations to look at a range of other issues. C6.11 Local Office Closures The issues to be discussed in Phase Two included This issue caused considerable difficulty for some the length of pay rates for some grades, the local representatives during the year, not just in anomalies between similar grades, the overlap relation to the impact of such a development on of pay points between grades and starting pay service provision, but also in terms of how NIPSA on promotion for internal and external candi- representatives were treated in the workplace. dates groups and some political parties. A complaint was made to the Director and a meeting held to discuss the treatment as well C6.13 Calculation of Holiday Pay as the proposal itself. NIPSA made it clear that NIPSA had a number of meetings during the year it would not tolerate any of our representatives on the calculation of holiday pay using the BCC being mistreated by any Manager. equivalent of four plus two years as the template On the proposals to close some local offices for a settlement. A meeting was arranged at the in some areas, a series of meetings were held end of June, at which a formal proposal was to with affected staff, local representatives, advice be put to NIPSA reflecting four years backdating, centres and local activists. with an additional two years if the PSNI appeal A meeting was also held with the author of the outcome was six years or more. However, a piece of work to obtain a fuller understanding few days beforehand, the PSNI appeal judge- of the thinking behind the proposals. A small ment was issued which found that workers had campaign was established to consider all the a right to go back 21 years, although the ques- information and to make a decision about tion of regularity and linkages between spells of whether a realistic campaign could be mounted overtime were not adjudicated as clearly. As a which would be successful in retaining the local result of this development, NIPSA was advised offices. By year end, a decision by the Campaign by its lawyers to lodge grievances and Industrial Group had not been finalised. Tribunal complaints, which was done. In addition, Trade Union Side returned to the C6.12 NJC Pay Award – Year II assimilations negotiating arena and sought a formal proposal and other matters from the employer of six years backdating with an additional three years depending on the Following a number of meetings to negotiate outcome of the PSNI appeal to the Supreme an agreed settlement, Management moved Court. NIPSA indicated that it would ballot to impose Approach A as agreement was not members on such an offer, which would remove reached with Trade Union Side. The disagree- the pursuit of the Industrial Tribunal complaints. ment arose as a result of the breakdown of At year end, Management were in the process staffing numbers for Approach A and Approach of finalising a proposal with CXBC before B. Although Approach A benefitted more lower presenting it formally to Trade Union Side. paid staff, the evidence provided demonstrated It was agreed that a meeting to recommence that 80% of those staff were not permanent staff discussions on these issues would be held in but Agency workers and, by contrast, 80% of early January 2020. those who would benefit from Approach B were actually permanent staff. To anger members

Northern Ireland Housing Executive C6 96 C6 Northern Ireland Housing Executive C6.14 Job Evaluation Scheme Progress on this issue was non-existent during 2019, with Management insisting that it had to concentrate on the NJC Year 2 Pay Assimila- tion first before it could turn its attention to the complex issues linked to re-introducing a Job Evaluation scheme and appeal mechanism. The Director of Human Resources wrote to NIPSA at the end of November 2019 indicating that a draft Terms of Reference for the pay-related issues as well as the job evaluation issue would be drawn up under the heading of a Pay and Grading Review and discussed with Trade Union Side in early 2020. C6.15 Membership and Organisation Following a number of Structural Reviews over the last few years, NIPSA finalised its review of Branch structures to better reflect the office and divisional structures across the NIHE. Following Branch AGMs, it was agreed to draft proposals to share with the GPC for approval. C6.16 Review of Industrial Relations A new agreed Industrial Relations Framework was drawn up and implemented in late 2018, resulting in the replacement of Operational Development Committee meetings with JCNC quarterly meetings. Whilst there was some improvement during 2019 in certain areas and ongoing good engagement with NIPSA in other areas, problems remained. The extremely difficult discussions in respect of the HMO transfer to Belfast City Council, the situation which arose around the Office closures issue, the imposition of the pay deal without agreement, the misleading of staff in respect of engagement with TUS on the Performance Management System and misrepresentation of conversations held over changes in respect of the Out of Hours Homeless Service were some examples of how industrial relations remained difficult. Trade Union side held a meeting in December to discuss how these matters should be addressed early in the New Year.

Annual Report 2019 97 C7 Other Bodies C7.1 Controlled Schools’ Support Council C7.4 General Teaching Council For (CSSC) Northern Ireland (GTCNI) NIPSA wrote to the Chief Executive of the CSSC An inaugural meeting of the Joint Negotiating to seek formal recognition given that NIPSA had Consultative Committee (JNCC) under the been successful in achieving over 90% member- Recognition and Facilities Agreement did not ship within this organisation. A meeting was occur due to other issues within the organisa- scheduled for December with the Chief Exec- tion. NIPSA had raised concerns in relation to utive to discuss this recognition agreement the composition of the Management Side and in greater detail to enable this to be brought after providing information on the negotiations forward. that were agreed in relation to the composi- In May 2019, having written to the Chief Execu- tion of the JNCC, Management Side conceded tive of the CSSC in relation to the application of that the proposed makeup of the JNCC was the second year of the 2018-20 NJC Pay Agree- indeed as NIPSA had been arguing. It was there- ment implementation for non-teaching staff, fore agreed that the Registrar and the Chair of NIPSA were informed that this was implemented GTCNI Council would be Management Side. using Option A. As the GTCNI was coming out of special measures with the Department of Education, NIPSA were actively involved in supporting members C7.2 Council for Catholic Maintained through this very anxious transitional period Schools (CCMS) and the JNCC makeup was vitally important in In May 2019, NIPSA wrote to the Chief Execu- moving forward. tive of the CCMS in relation to the application of The following Policies were due to be referred the second year of the 2018-20 NJC Pay Agree- to this JNCC forum once it is up and running. ment implementation for non-teaching staff. NIPSA understands that a HR Consultant – Heads NIPSA subsequently met with Management Together - are working on these policies with in July 2019 where it was confirmed that they a schedule of ones to be discussed as part of had already implemented the pay increase for policy development in GTCNI: staff. NIPSA wrote to CCMS to ask again for the ❚ Performance Management System; breakdown of staff to verify that the appropriate option had been used. ❚ Performance Management GTCNI Guidance; ❚ Grievance Procedure; C7.3 Northern Ireland Fire and Rescue ❚ Service (NIFRS) Disciplinary Procedure; ❚ Attendance Policy; The ongoing issue of the admin and cler- ❚ ical review regarding the grading and duties Retirement Policy; of administration staff was resolved. This has ❚ Dignity at Work Policy; resulted in significant gains for NIPSA members. ❚ Staff Welfare Policy; Over 30 staff on scales one to three had their posts regraded to Scale 4. NIPSA using the ❚ Anti-Fraud and Bribery Policy; GLPC scheme were able to show that the new ❚ Whistleblowing Policy; Job Description and duties expected were at a ❚ higher value than anticipated by management. Eye Test Policy; However, they have accepted the results and the ❚ Maternity/Paternity/Adoption Policy. matching process was now under way to enable NIPSA undertook a Situation Survey with our members to obtain this much deserved members in the GTCNI following coming out uplift in pay. of special measures and the appointment of a new Registrar/Chief Executive. This Survey was completed at the end of April 2019 and

Other Bodies C7 98 C7 Other Bodies information was collated at the end of May C7.6 Greenwich Leisure Limited (GLL) 2019. The findings of the Survey dated 1 June 2019 were sent on 2 June 2019 to the Chair and GLL Leisure in Belfast saw the introduction of Vice-Chair of the GTCNI Council, the Chair of new centres and facilities in 2019. This resulted their HR Committee and Derek Baker, the Perma- in re-organisation throughout GLL which NIPSA nent Secretary of their sponsoring Department – ensured had minimal impact on NIPSA members. the Department of Education. NIPSA had asked Issues remain regarding those members that all Council members receive a copy of the TUPE’d to GLL from BCC, including holding on very shocking results and asked for a very swift to Terms and Conditions during relocations to response to the results. The Council decided new centres and pay. As it stands, most NIPSA to ask the HR Company to carry out their own members who have TUPE’d from BCC have in Survey based on the HSENI Managing Standards. some way (through promotions or alternative NIPSA received the results and report on this employment) now signed over to GLL terms and Survey in August 2019 and they concurred with conditions. the NIPSA Situational Survey. As an action point Closure of Avoniel: The re-opening of a from the GTCNI Heads Together survey, several GLL facility in Castlereagh led to the closure focus groups were set up, a meeting with the of Avoniel Leisure Centre. NIPSA supported Chair and Heads Together and a meeting with members through the stages of relocating to the GTCNI HR Committee took place. Action other GLL centres or accepting voluntary redun- points from the focus groups were taken dancy payments. forward to the GTCNI Council for approval. As it is inappropriate to communicate with the Regis- C7.7 Linen Hall Library trar about this issue and as the Council is now being re-elected and there is currently no Chair In May, 2019 NIPSA wrote to the Chief Executive of Council or Chair of the HR Committee for us of the Linen Hall Library in relation to the appli- to correspond with, we have sought clarifica- cation of the second year of the 2018-20 NJC Pay tion from the Permanent Secretary as to who we Agreement implementation for non-teaching communicate with and he has deferred it back staff. A follow up letter was issued in September to GTCNI. At the end of the year, members still to Management in relation to this pay issue and await the appointment of a Chair and Vice-Chair it was confirmed that all staff had been paid the of Council to direct any queries to. top/maximum amount on their appropriate pay scales. In May 2019, NIPSA wrote to the Chief Execu- tive of the GTCNI in relation to the application of the second year of the 2018-20 NJC Pay Agree- C7.8 Northern Ireland Council for ment implementation for non-teaching staff, Integrated Education (NICIE) a response was awaited. A follow up meeting In May 2019, NIPSA wrote to the Chief Executive was held towards the end of the year and NIPSA of the NICIE in relation to the application of the awaits the response from the Registrar. second year of the 2018-20 NJC Pay Agreement implementation for non-teaching staff. NICIE C7.5 Northern Ireland Guardian Ad Litem Management confirmed that they had applied Agency (NIGALA) and paid all staff the pay increase on their scales that range from SCP 33 – 63. NIPSA had been working on a number of discreet policies. One policy in particular, the External Complaints Policy, caused NIPSA some concern. It was NIPSA's view that it is one-sided and leaves members vulnerable to unwarranted complaints. The meetings around this were ongoing.

Annual Report 2019 Branch Organisation at 31st December 2019 100 Civil Service Group

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

1 DOF CPD Brendan Fegan 141 2 2

2 DOF CS Pensions & Recruitment Martin Bradley 77 1 1

3 DOF Enterprise Shared Services Brian White 92 2 2

4 DOF Legal Admin Vacant 56 1 1

5 DOF Legal Service Joanne Devine 69 1 1

6 DOF LPS Land Registration Colleen Bonner 68 1 1

7 DOF LPS Ordnance Survey Enda McAtamney 169 2 2

8 DOF LPS Rating Kate McKeating 302 3 3

9 DOF LPS Valuation Kathryn Johnston 143 2 2

10 DOF NICS HR Vacant 173 2 2

11 DOF NISRA Nichola Coburn 146 2 2

12 DOF Properties Division John Monaghan 89 2 2

13 DOF Digital Shared Services Noel Gunn 233 3 3

14 TEO Stormont Philip Devlin 126 2 2

15 DOF Core Edith Toppon 135 2 2

22 DE Inspectorate Rathgael Vacant 35 1 1

23 DE Rathgael House Vacant 149 2 2

24 DE Waterside House, Derry Marie Stewart 86 2 2

26 DOH Policy Tony Starrs 203 3 3

31 DFE Adelaide House Damien McErlean 235 3 3

32 DFE Careers Service Rebecca McIlwarth 129 2 2

33 DFE Insolvency/OITFET Fiona Carr 106 2 2

34 DFE Netherleigh Elizabeth Cameron 106 2 2

35 DFE Trading Standards Kevin McNamara 33 1 1

45 DOJ Core Sean Brown 190 2 2

46 DOJ Legal Services Agency James Brady 92 2 2

47 DOJ NICTS Lorna Glass 437 4 4

48 DOJ NIPS Stephen Hayes 166 2 2

49 DOJ YJA Vacant 121 2 2

50 NIPB Policing Board Vacant 20 1 1

Annual Report 2019 101

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

51 PBNI Probation Board Wendy Thompson 194 2 2

52 PONI Police Ombudsman Andrew Crowe 78 1 1

53 PPSNI Public Prosecution Service James Murphy 202 3 3

70 DFI Clarence Court Michael Dobbin 199 2 2

71 DFI Driver Vehicle Agency Brian Truesdale 557 5 5

72 DFI Planning Vacant 40 1 1

73 DFI Rivers Agency Vacant 90 2 2

74 DFI TNI Ballymena Richard Ayton 66 1 1

75 DFI TNI Belfast Conor Boyd 122 2 2

76 DFI TNI Coleraine Vacant 44 1 1

77 DFI TNI Craigavon Val Russell 89 2 2

78 DFI TNI Downpatrick Catherine Gorman 68 1 1

79 DFI TNI HQ Danny Norton 57 1 1

80 DFI TNI Omagh Sean McDermott 182 2 2

91 DAERA Central Belfast Michael McAnallen 156 2 2

92 DAERA Dundonald House Jan Davidson 209 3 3

93 DAERA Forest Service Brendan Mulholland 57 1 1

94 DAERA Inspectorate Gerard Higgins 481 4 4

96 DAERA Province wide John Doherty 546 5 5

97 DAERA Veterinary Officers Abigail Armstrong 105 2 2

110 DFC Andersonstown Ricardo McGreevy 142 2 2

111 DFC Antrim & Magherafelt Francis Doole 132 2 2

112 DFC Appeals Service Tommy Kelly 70 1 1

113 DFC Armagh, Banbridge, Lurgan & Portadown Sean Conway 148 2 2

114 DFC Ballymena, Carrickfergus & Larne Soibhan Boyd 130 2 2

115 DFC Ballymoney, Coleraine & Limavady William Brooks 138 2 2 Ballynahinch, Bangor, Downpatrick, 116 DFC Amanda Burns 76 1 1 Kilkeel & Newcastle 117 DFC Belfast Benefit Centre Mark Gibson 267 3 3

118 DFC Castle Court Disability Benefits Martie McKee 620 6 6

119 DFC Child Maintenance Service Brendan O'Reilly 549 5 5

Branches 102 Civil Service Group

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

120 DFC Communications Jim Smith 24 1 1

121 DFC Community Cohesion Mairead Rooney 104 2 2

122 DFC Cookstown Vacant 27 1 1

123 DFC CRS Pensions Martin Rouse 56 1 1

124 DFC Design Centre Eamon Doherty 190 2 2

125 DFC Dungannon Vacant 71 1 1

126 DFC Enniskillen & Omagh James Carey/Patricia Toal 124 2 2

127 DFC ESA James House Kerrin Joiner 253 3 3 Falls Road, Newtownabbey, North Belfast, 128 DFC Gerard McLaughlin 192 2 2 Royal Avenue & Shankill 129 DFC Foyle Ann Coyle 166 2 2

130 DFC Holywood Road Carol Skelly 95 2 2

131 DFC Improving Benefits Uptake Unit Michael Gribben 48 1 1 Knockbreda, Newtownards & Shaftesbury 132 DFC Natasha O'Reilly 82 2 2 Square 133 DFC Legislation Sean Garland 31 1 1

134 DFC Lesley Exchange Jenna Stanley 166 2 2

135 DFC Lisahally Martin Neeson 119 2 2

136 DFC Lisburn Alex Millar 77 1 1

137 DFC Lisnagelvin & Strabane Simon Foley 90 2 2

138 DFC Local Ops Direct Andrew Boal 29 1 1

139 DFC Newry Vacant 124 2 2

140 DFC Pension Centre, Carlisle House Denise Conway 175 2 2

141 DFC Public Record Office Richard Lecky 48 1 1

142 DFC Regeneration Jason McAnulty 173 2 2

143 DFC Strategic Policy & Resources Branch Brendan Callan 110 2 2

144 DFC Training Sean Robinson 20 1 1

145 DFC Universal Credit Tony Rice 110 2 2

146 DFC Engaged Communities Ruth Bonnar 78 1 1 ACNI/NIS/ 170 Arts Council, NI Screen, Armagh Planetarium Gavin O'Connor 38 1 1 PLTUM 171 AFBI AFBI & Departmental CS Scientific Officers James McKervey 530 5 5

Annual Report 2019 103

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

AMK/ EUREST/ 172 G4S/MCG/ Cleaning & Catering Contractors Vacant 226 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 129 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 Paula Cunningham/Joe Craig/ 175 NIHRC/ Rights Commission, Public Service 82 2 2 Shauna Gavin/Elizabeth Griffith NIPSO Ombudsman 176 HSE Health & Safety Executive Gareth McCrory 65 1 1

177 INI Invest NI Sharon Atkinson 218 3 3

178 IR Inland Revenue Vacant 2 1 1 ITI/LA/ Andrew King/Shane Browne/ 179 SEUPB/TIL/ Cross Border Bodies 78 1 1 Rachel Scott USA/WI 180 LRA Labour Relations Agency Fionnuala Davey 54 1 1

181 NIAS NI Assembly Lynne McBride 196 2 2

182 NIWL NI Water Tracey Mitchell 371 3 3

183 NMNI Ulster Folk & Transport Museum Alison Noble 91 2 2

184 NMNI Ulster Museum Vacant 92 2 2

185 NSL NSL Alwyn Owen 213 3 3

186 PSNI Belfast City Joyce McCready 582 5 5

187 PSNI Districts B,C,D,E Christopher Devlin 140 2 2 Kimberley Hill/Barbara Speer/ 188 PSNI Districts F,G,H 158 2 2 Warren Scott 189 PSNI Districts J,K,L Lorraine Palmer 146 2 2

190 PSNI ICS Vacant 95 2 2

191 PSNI Scientific Support Michael Hannigan 112 2 2

200 SPNI Sport NI Colm Jennings 55 1 1

201 TAO The Audit Office Colette Connolly 65 1 1

202 TNI Tourism NI Jim Hughes 59 1 1

203 UDF United Dairy Farmers Vacant 25 1 1

Branches 104 Public Officers' Group

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

501 NIHE Belfast Region Sean McMahon 391 3 3 503 NIHE Belfast HQ Vacant 427 4 4 506 NIHE Carrickfergus, Larne, Newtownabbey Ian Craig 30 1 1 508 NIHE Armagh, Craigavon, Lurgan, Portadown Simon Richards 149 2 2 509 NIHE Derry, Strabane Paul Devine 180 2 2 Antrim, Ballycastle, Ballymena, 510 NIHE Alice McAteer 129 2 2 Ballymoney 511 NIHE Banbridge, Kilkeel, Newry Vacant 48 1 1 512 NIHE Cookstown, Dungannon, Omagh Anthony McKenna 91 2 2 Bangor, Castlereagh, Downpatrick, 513 NIHE Chris O'Neill 185 2 2 Lisburn, Newtownards 514 NIHE Enniskillen William Loane 24 1 1 515 NIHE Coleraine, Limavady, Magherafelt Eamonn McLaughlin 52 1 1 516 Education Authority Belfast Region Jane Scott 1112 11 11 517 Education Authority South Eastern Region Frances O'Neill 1862 18 18 519 Education Authority North Eastern Region Eamonn Lavery 910 9 9 521 Education Authority Southern Region Helena McSherry 2082 20 20 522 Education Authority Western (Derry Area) Region Michael Cunningham 352 3 3 523 Education Authority Western (Omagh Area) Region Vacant 701 7 7 524 Queen’s University Belfast Sarah Crawford (Acting) 270 3 3 526 City Council Belfast Alanagh Rea 554 5 5 527 Borough Council Armagh, Banbridge and Craigavon David Mayers 502 5 5 528 Borough Council Mid and East Antrim Nigel Devine 277 3 3 529 Borough Council Antrim and Newtownabbey Andrea Richardson 181 2 2 Andrew Charles/Lorraine 530 Borough Council Ards and North Down 235 3 3 Ringland 531 District Council Newry, Mourne and Down Patricia Manley 377 3 3 532 District Council Derry City and Strabane Kay McIvor 421 4 4 533 District Council Fermanagh and Omagh Sarah Boyle 245 3 3 534 City Council Lisburn and Castlereagh Jullie Casson 264 3 3 535 Borough Council Causeway Coast and Glens Sharon McQuillan 220 3 3 536 GLL Greenwich Leisure Ltd Vacant 50 1 1 540 District Council Mid-Ulster Phelim Marrion 277 3 3 545 NILGOS/LGSC Belfast Julian Coffey 34 1 1 546 NICCEA Belfast Julie McGovern Peoples 158 2 2

Annual Report 2019 105

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

NI Fire and Rescue 547 Province wide Catherine Bloomfield 87 2 2 Service Voluntary Housing 548 Province wide Vacant 119 2 2 Associations Radious Housing 549 Province wide Ella Boyce 257 3 3 Association 551 FE Colleges Belfast Metropolitan College Moria Morton (Acting) 145 2 2 552 FE Colleges South Eastern Regional College Vacant 115 2 2 553 FE Colleges Northern Regional College Vacant 72 1 1 554 FE Colleges Southern Regional College Karen Cosgrave 137 2 2 555 FE Colleges South West College Vacant 74 1 1 556 FE Colleges North West Regional College Alan Mitchell 76 1 1 560 Libraries NI Province wide John McKeegan 424 4 4 Business Services 701 Province wide Cathi Tregaskis/Patricia Quinn 784 7 7 Organisation Business Services 703 IT Brian Crawford 104 2 2 Organisation NI Ambulance 704 Province wide Vacant 26 1 1 Service 725 Voluntary Sector Province wide Adam Murray 348 3 3 726 Extern Province wide Sean Conlon 124 2 2 727 Disability Action Province wide Tony Carmichael 64 1 1 728 Credit Unions Province wide Vacant 6 1 1 730 HSC Trust Belfast Damien Maguire 2416 24 24 731 HSC Trust Northern Lucille O'Hagan/Majella Murphy 2051 20 20 732 HSC Trust South-Eastern Geraldine Mullan 1080 10 10 733 HSC Trust Southern Gerardette McVeigh 1939 19 19 734 HSC Trust Western Janice Walsh/John Harvord 1553 15 15 735 Charities Province wide Vacant 68 1 1

Branches

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