ADC MOTIONS 2005

PRIMARY AGENDA

 

PERSONNEL & FINANCE

 

1.      “The BEC is instructed, as a matter of priority, to resist, with all means at its disposal, all and any moves towards the setting of specific income generation targets for Helpline and Senior Advisors. It is this ADC’s view that the imposition of any such targets would necessarily lead to the demise of Acas advisory services by forcing staff to focus on income generation rather than on preserving the integrity and quality of Acas services. Further to this, John Taylor must be reminded of his assertion that the organisation should not generate income (other than through external funding), of more than 5% of Grant in Aid as any more than this would detract from the Acas core role.”

West Midlands

 

(Motion 2 is covered by Motion 1)

2.      “Conference instructs the BEC to resist pressure for staff to achieve financial and other targets which have not been agreed by the BEC.”

East Midlands

 

4.        “This ADC notes with some concern the distinct lack of an operational performance management system within Acas. ADC instructs the BEC and its officers to seek an early meeting with management to start negotiations on the introduction of a fair, transparent and effective performance management system.

Newcastle

 

(Motion 5 is accepted without debate)

5.      “This ADC recognises the continuing inequality in the annual leave allowances between staff, based solely on length of service. As length of service has already been proved to be a discriminatory method for offering better terms and conditions to different members of staff, this ADC instructs the BEC to press now for an immediate equalisation of annual leave to the higher level of 30 days for all staff.

 

This ADC also recognises that this motion or similar motions are passed every year with no progress being made and therefore, if there is no immediate equalisation of leave entitlement, instructs the BEC to seek to secure an annual incremental increase from 25 days to 30 days within a maximum five year period.”

London

 

6.      “This ADC welcomes the provision of accredited training for managers within Acas and sees this as an opportunity for some staff. However, the manner in which such training has been introduced represents a clear manifestation of Senior Management’s failure to take account of operational and organisational need, when making decisions. The accredited training programme has replaced internal Acas specific training in management skills such as staff appraisal and staff motivation. This is having a detrimental effect on managers and on those whom they manage.

 

The BEC is instructed to impress upon Acas Senior Management that the inflexible and partially inappropriate nature of the training provided, and the ‘take it or leave it’ manner in which it has been introduced, without taking account of the training needs of those on the receiving end, are incompatible with IIP accreditation.”

West Midlands

 

(Motion 7 is accepted without debate)

7.      “The BEC is instructed to insist that management develop a plan to train and develop all those affected by any changes in Acas with a view to retaining their skills within Acas.”

Liverpool

 

(Motion 8 is accepted without debate)

8.      “In light of proposals in the Futures Review to do away with, amongst other things, first class travel, Staged Mileage Payment and the Lease Car Scheme, BEC is instructed to resist all and any proposals to diminish current terms, conditions and benefits.”

Liverpool

 

EMPLOYMENT RELATIONS

 

Motion of Urgency 1

This ADC is appalled at ACAS proposals relating to the future of the services offered by the organisation.  It has serious concerns for the very existence of ACAS as the leading expert and statutory body charged with promoting the improvement of industrial/employee relations and its role in individual and collective conciliation.  Further, the lack of meaningful consultation with the PCS has exacerbated the decline in employee relations within ACAS.

The BEC is instructed to instigate the following courses of action:-

·        To conduct a ballot for STRIKE ACTION and INDUSTRIAL ACTION short of strike.

·        To lodge a claim with the CAC for a ‘negotiated agreement’ under the information and consultation of employees regulations, and to subsequently complain to the CAC on each and every occasion when managements fails to abide by this agreement.

·        Pursue breach of contract or wage deduction claims where contractual rights are unilaterally withheld.

·        To complain to the CAC wherever management fails to disclose information required for collective bargaining purposes.

·        To conduct an on-going media campaign via the PCS campaigns unit to highlight the mismanagement and demise of ACAS services and to seek the raising of appropriate parliamentary questions in the House of Commons.

BEC

 

(Motions9-13 are covered by MOU1)

9.      “In the current climate of cuts and efficiency savings, it is essential that the decisions made by Acas Management are well considered and that they take account of all implications for staff and for the future survival of the organisation. In order to achieve this, genuine and meaningful consultation must take place with staff and with the PCS, which represents the overwhelming majority of employees within Acas.

 

The BEC is instructed to make urgent representations to Acas management, pointing out to them that PCS members believe that meaningful and timely consultation does not currently take place and that a fundamental change of management style is necessary if proper and well considered decisions are to be reached. This ADC believes that Acas management is currently failing to carry out proper and meaningful consultation.

 

The BEC is instructed to explore all means at its disposal, including legal routes, of ensuring that Acas management meets its obligations to consult. These should include:

 

·  Pursuing breach of contract or wage deduction claims where contractual rights are unilaterally withheld,

·  Making a complaint to the Central Arbitration Committee on every occasion that management fails to disclose information required for collective bargaining purposes in the light of the Acas Code of Practice 2 ‘Disclosure of information to trade unions for collective bargaining purposes,’

·  Formally requesting a revision of existing Information and Consultation processes after 6^th April 2005, in the light of the Information and Consultation of Employees Regulations.

 

Continued failures by management should result in the BEC seeking members’ endorsement for industrial action and a press campaign to highlight deficiencies.”

West Midlands

 

(Motions 10, 11, 12, 13 are covered by Motion 9)

10. “The BEC is instructed to remind Acas management that the overriding principle of effective consultation is that it “involves managers actively seeking and then taking account of the views of employees before making a decision” (source Acas website). Despite the plethora of reviews and theme groups currently active within Acas it is clear that such a commitment to involve and consult staff in advance of decision making is virtually non existent.

 

In addition Acas management may also need to be reminded that legal avenues are open to its employees from 6 April 2005 to ensure such standards are met.”

Leeds

 

11. “Following on from the futures review and the proposed changes to Acas and employees’ terms and conditions, this ADC is appalled at the complete lack and disregard for the consultation process that should have preceded any decision to take these proposals forward.

 

In light of the above this ADC instructs the BEC to press management to cease with any initiatives that have not been properly consulted on or had trade union involvement; and if necessary invoke the dispute procedures or any other means to safeguard the future of Acas as an organisation and to safeguard members’ jobs and their existing terms and conditions.”

Newcastle

 

12. “In the absence of proper and meaningful consultation within the organisation, and because decisions are being taken at a remote and senior level, practical operational and regional administration and management needs are being ignored. Examples of this can be seen in the issue of inappropriate IT equipment and in the making of the accredited management training programme compulsory for all, regardless of need and prior learning.

 

The BEC is instructed to impress upon Senior Management the detrimental impact on the operation and upon staff at all levels of this inflexible and remote approach to decision making.”

West Midlands

 

13. “This Conference urges our PCS Acas NJC representatives to continue to press for full consultation, discussion and negotiation, as appropriate, with Acas management on the survival and future of Acas and fully endorses their efforts so far.”

Head Office

 

14. “This Conference wishes to express a vote of ‘no confidence’ in the Chair and Chief Executive following their extremely disappointing handling of ‘change’ in Acas, particularly in relation to unconvincing communications over the need for and direction of said change.”

Wales

 

(Motions 15 & 16 are covered by Motion 14)

15. “This Conference instructs the BEC to register a vote of ‘no confidence’ in the Senior Executive’s commitment to the management of the future of Acas by not building on both the historical and current Acas reputation and service remit.”

East Midlands

 

16. “This Conference instructs the BEC to publicly condemn John Taylor by a vote of no confidence over the complete and total disregard for genuine information and consultation with TU Representatives on the change and cuts agenda imposed by Government and Acas Senior Management.”

Fleet

 

(Motion 17 is accepted without debate)

17. “Lack of consultation in itself is inexcusable, however this ADC is dismayed that even when a decision has been made without consultation the method of communication used to convey these decisions is at best inappropriate and at its worst not communicated at all. This ADC instructs the BEC to press management and the head of communications to discuss when and how information is communicated to staff and discuss the most effective methods.”

Newcastle

 

(Motion 18 is accepted without debate)

18. “Conference notes the continuing deterioration in the Acas Executive’s attitude towards following agreed consultative processes with the TU Side in Acas.

 

The BEC is instructed to ensure that future IIP assessors are made aware of Management’s failure in this area and to do everything possible to ensure that IIP is not awarded to Acas unless clear and dramatic improvements in Management’s attitude at Executive Director level are achieved.”

South West

 

19. “Following the publication of the Acas “Effective Workplace” model the BEC is instructed:-

·  to undertake a PCS sponsored all members survey to discover how Acas itself measures up to these standards.

·  Following analysis of the survey, to discuss with Acas management how any shortcomings are to be jointly addressed at both regional and national levels.

·  To complain in the strongest possible terms to the Acas Council if Acas management are not prepared to cooperate with this course of action.

Leeds

 

(Motion 20 is covered by Motion 19)

20. “The BEC is instructed to seek from Acas management the same commitment in terms of policies, procedures, resources & facilities – to the health and wellbeing of it’s workforce as it is instructing it’s front line staff to urge upon their customers. If it makes business sense for them, it makes business sense for Acas.”

Eastern

 

24. “The BEC is instructed to begin an urgent campaign of opposition to Acas senior management’s apparent disregard to the Workplace Project charging policy document introduced with effect from 1^st October 2004. Whilst by no means perfect the policy document contains safeguards to protect our impartiality by setting out requirements on jointness and the provision of free work in dispute and near dispute situations, together with warning strictures on the danger of exceeding 5% of our Grant in Aid in income generation.

 

The campaign should spell out the dangers of by passing the policy and should target members, regular client employers, politicians and trade unions particularly those with representation on the Acas Council.

 

Authority for an industrial action ballot should be sought when the BEC considers that firm evidence has emerged that management have by passed the policy and that membership support for the action is likely to be forthcoming.”

Manchester

 

(Motion 25 is accepted without debate)

25.“Conference believes that the Chief Executive is using the announcement of national civil service cuts as a vehicle for driving through major changes in Acas’ core services. These changes are not concerned with ‘cost savings’ or ‘efficiencies’ but are an attack on the fundamental principles of Acas and on our reputation for independence, impartiality and public service built over 30 years.

 

We are becoming paid consultants in competition with private interest groups who will in future lobby Government against us rather than respecting our unique independent role and recommending us to their contacts. The BEC is instructed to:-

·  Request an urgent meeting with the Chief Executive and Acas Directors to clarify where they stand regarding change in Acas’ role and ‘cost savings’ & ‘efficiencies’.

·  Subject to the outcome of this request to liaise with the PCS Full Time Officer and the PCS Campaigns Unit to lobby all interested parties eg TUC, CBI, EOC, Employers Federations, CABs, at the highest level, with a view to safeguarding Acas’ core services for industry and the general public.”

South West

 

26. This Conference urges the Acas Council to take a more proactive approach in the defence of Acas’ core services and asks the Council to investigate, analyse and challenge management led changes to established Acas work practices which have, hitherto, received wide spread support and praise within the IR community.”

Wales

 

ACAS SERVICES

 

(Motion 27 is accepted without debate)

27. “It is the view of this ADC, that instead of making piecemeal changes to operational functions, it is essential that Acas management should take a strategic view of the organisation and the services which it offers. This must entail safeguarding Acas’ reputation and building upon those services upon which this is founded. In particular, Acas must acknowledge the importance of the Individual Conciliation and Advisory functions in moulding public perceptions of the organisation.

 

Upon this basis, the BEC is instructed to resist any arbitrary moves by management to increase individual work volumes, leading to a dilution of Acas services and a diminution of Acas’ reputation and effectiveness.”

West Midlands

 

28. “Conference notes the increasing pressure on all Acas staff at all grades due to the unfilled vacancies and the stress imposed by the Chief Executive for change.

 

The BEC is instructed to request from the Chief Executive a commitment that the priority is for Acas core services, Individual & Collective Conciliation, Helpline & Advisory services together with proper administrative support for these services and that these resources will not be diverted to chargeable work.”

South West

 

29. “The senior management assumption is that Individual Conciliation work will normally be carried out by telephone with face to face contact being the exception. This flies in the face of the jointly agreed IC profile and further reduces our visible presence in the field of Employment Relations. This is seen by many as a crude attempt to dumb down the role and will lead to a position where processing high volumes of cases will take precedence over doing a quality job.

 

This Conference instructs the BEC to revisit the IC profile and insist that the Individual Conciliation role be carried out in the most professional way, including face to face meetings where appropriate, to ensure that the needs of our clients are of a higher priority than cost savings.”

Wales

 

30. “This Conference is concerned with the proposal set out in the Futures Review to amend the IC Staffing Divisors (Ref IC01) The BEC is instructed to resist any such proposal until a proper assessment of Case Loadings is undertaken.”

Liverpool

 

(Motion 31 is accepted without debate)

31. “Conference instructs the BEC to raise with management staff concerns in respect of the introduction of electronic processing of IC cases, particularly in regard to reading files on screen (health & safety) and the time it takes to download them by homeworkers and outstation workers.”

East Midlands

 

32. “This ADC fully supports the principle of providing a professional service to the public when dealing with ET complaints. We also accept that the need for Conciliators to take a pro-active approach to case handling is even more crucial following the introduction of Fixed Period Conciliation.

However, the rigid requirement to make substantive contact with the parties within 5 or 10 days is proving to be counterproductive. A high percentage of cases are represented and these representatives are often in regular contact with the Conciliators. Conciliators are spending time trying to meet these targets which would be better spent concentrating on making early contact with unrepresented/new representatives and working on cases nearing settlement.

 

The BEC is instructed to negotiate with management with a view to reaching agreement that Conciliators can exercise their judgement regarding the date of contact.”

South West

 

(Motion 33 is accepted without debate)

33. “Conference instructs the BEC to request more timely communications on current and future development in IC.”

East Midlands

 

(Motion 34 is accepted without debate)

34. “The BEC is instructed to resist the proposals of the Futures Review which sets out to increase the span of control of Conciliation Managers to 22 Conciliators (IC03).”

Liverpool

 

35. “The Helpline has been described as Acas’ ‘Jewel in the crown’. It is the first point of contact for the public and provides an indispensable public service. Recently more and more pressure is being put on advisors, both in terms of the increasing complexity of the legal framework and the moves by management towards a more numbers focused working environment.

 

Conference therefore instructs the BEC to seek guarantees from management that Helpline staff will be provided with adequate time away from the ‘phones for individual learning as well as organising thorough training to ensure Helpline officers are properly prepared for the introduction of new legislation.

 

Conference further instructs the BEC to resist any changes to Helpline terms and conditions which are to the detriment of members including, but not limited to restrictions on leave, alteration of targets and increases in telephone time.”

Eastern

 

(Motion 36 is covered by Motion 35)

36. “The BEC is instructed to negotiate a national agreement/guidelines covering time away from the ‘phone for development of helpline staff. There are inconsistencies across the regions all of whom are part of a national helpline. Whilst we would acknowledge the helpline accreditation there is little scope for development outside of the job holder’s specific role.”

Wales

 

37. “The BEC is instructed to strongly resist any attempts by management to increase the number of calls with which Helpline Advisors are expected to deal, and to dispel any misapprehensions on the part of management that alternative sources of information, such as the web site, have led to a reduction in the complexity of calls. The importance of the Helpline and the quality service which Helpline staff provide, are fundamental to the good reputation of Acas. Any increases in number of calls handled per Advisor or reduction in the time per call will result in severe damage to Acas’ reputation and credibility.”

West Midlands

 

38. “This Conference is concerned with the proposal set out in the Futures Review to have fewer Helpline Advisors with Higher Performance Targets (Ref H05). This Conference believes that this will inevitably lead to greater stress and absence levels as well as damaging the quality and reputation of the Helpline service. The BEC is instructed to resist any such proposal.”

Liverpool

 

39. “The ‘gateway’ role of Helpline in ensuring that the public is offered and made aware of the full range of appropriate Acas services must be preserved.

 

The BEC is instructed to strongly resist any moves on the part of management to transform the emphasis on Helpline and on other Acas services to one of ‘selling’ and income generation, rather than one of helping individuals and organisations to resolve and avoid problems.”

West Midlands

 

40. “Conference instructs the BEC to request clarification of the use of the £2,000,000 income generation from paid work, how it can be used in the future and how it might impact on future claims for funding from the DTI.”

East Midlands

 

41. “This ADC believes that chargeable activity reduces Acas’ ability to deliver our mission. The BEC is instructed to:-

·        Urgently request management to provide a national breakdown of the resource allocated to chargeable work by Grade within each region.

·        This breakdown should include the additional work caused by chargeable activity ie debt collecting, catering, organising accommodation, mailshots, all of which take resource away from Acas’ core activities.

·        It should also include the cost of the resource as compared to the income generated.

South West

 

42. “This ADC notes that the pilots on Mediation were followed by a directive for G8/9s to carry out chargeable Mediation before any proper evaluation had been carried out.

The BEC is instructed to request an urgent meeting with the Acas Executive and seek the following information:-

·        Full feedback from the pilots

·        Information about the subsequent chargeable Mediations to include

·        Number of Mediations

·        Subject matter