Shared Services Privatisation Emergency Motions

While we don’t have all the details yet it’s worth remembering that in most cases privatisation is to the detriment of the worker affected.  When you hear the word opportunity and expansion whose opportunities is the question.  Remember what’s the private sector main motive? Its profit of course.  When business looks to expand they want to cut cost and maximize gain that means overheads.

So what are the overheads well it’s us our pay, our pensions, our leave, our flexi, our special leave, our HR Policy’s, our right to change working patterns to suit home circumstances.  So when you start to get the spin from management think about this.

It’s also worth remembering the government are trying to get through parliament a scheme called Share for rights basically they dangle the carrot for a few shares worth little from past experience in return for signing away your employment rights if this get through parliament I do hope most are not gullible or daft enough to fall for this little con.  

At this stage we don’t know who the company will be but it will be interesting to see their track record on these issues and who has major shares in them.  Your local branch will be conducting talks with the national union in putting together an anti-privatisation campaign more details will be out soon. Below are two draft emergency motions to both group and national conference on this issue.

In Solidarity  

Martin Hickman

Branch Secretary  

DWP Group Conference – Emergency Motion

Future of Shared Services

Conference notes the latest developments in the government’s Shared Services Strategy, in particular that:

• On 28 March it was announced that Independent Shared Services Centre 2 (ISSC2) will be formed by creating a new joint venture consolidating the DWP, DEFRA, Environment Agency and BIS/Research Councils UK Shared Services Centres.

• ISSC2 will be built on what is currently DWP Shared Services.

• The government and a private sector partner will jointly own the new organisation, though the government is likely to be a minority shareholder

•  Although a detailed timetable has not been produced, selection of a private sector partner is expected in September 2013, and the Next Generation Shared Services Strategic Plan, produced in December 2012, shows the new service going live by April 2014.

• ISSC1 has already been formed by the privatisation of what was the DfT Shared Services Centre. This included the transfer of staff to the new operator.

•   A campaign opposing ISSC1 was launched in DfT.

•  Shared Services staff in DfT encountered difficulties transferring out of the centre pending privatisation.

The experience of the DfT and the plans for ISSC2 demonstrate the government’s determination to push ahead with transformation of Shared Services in the civil service, and in the case of ISSC1 and 2 the willingness to do whatever it takes to secure what it sees as a successful transition to the private sector.  

Whilst the future model for ISSC2 only became known at the end of March, the direction of travel has been clear for some time. It was not necessary to await details of the selected option to launch a high-profile campaign to defend the interests of DWP Shared Services staff, and now we have been presented with a decision it is all the more vital that we see a ramping up of activity. This should include:

1.A prime objective of keeping the service wholly in the public sector. This could be as a stand-alone body, but staff must remain civil servants with terms and conditions as good as, or better than, those they currently enjoy.

2.A rejection of commercial delivery of any part of Shared Services, not just the service as a whole.

3.A programme of communications with staff to ensure they are kept fully informed of events and the risks private sector involvement brings.

4.Consultation with staff – similar to that in DfT – to confirm the desire to remain civil servants. This would send a powerful message to Cabinet Office, which has responsibility for the transition to the new structure.

5.Working across Groups – transformation is a cross-government initiative, and it is important that the Groups involved adopt a joined up approach. Whilst there is a role for the DWP GEC to play in respect of DWP staff, it is important to remember that ISSC2 also consolidates the DEFRA, Environment Agency and BIS/Research Councils UK Shared Services Centres.

6.Raising the profile of the issues facing Shared Services and increasing awareness across all Groups, not simply those that are directly involved.

7.As in the DfT, measures to oppose privatisation should include   industrial action where necessary.

PCS DWP Sheffield HQ Branch

 

ADC – Emergency Motion

Future of Shared Services

Conference notes the latest developments in the government’s Shared Services Strategy, in particular that:

• On 28 March it was announced that Independent Shared Services Centre 2 (ISSC2) will be formed by creating a new joint venture consolidating the DWP, DEFRA, Environment Agency and BIS/Research Councils UK Shared Services Centres.

• ISSC2 will be built on what is currently DWP Shared Services.

• The government and a private sector partner will jointly own the new organisation, though the government is likely to be a minority shareholder

•  Although a detailed timetable has not been produced, selection of a private sector partner is expected in September 2013, and the Next Generation Shared Services Strategic Plan, produced in December 2012, shows the new service going live by April 2014.

• ISSC1 has already been formed by the privatisation of what was the DfT Shared Services Centre. This included the transfer of staff to the new operator.

• A campaign opposing ISSC1 was launched in DfT.

• Shared Services staff in DfT encountered difficulties transferring out of the centre pending privatisation.

The experience of the DfT and the plans for ISSC2 demonstrate the government’s determination to push ahead with transformation of Shared Services in the civil service, and in the case of ISSC1 and 2 the willingness to do whatever it takes to secure what it sees as a successful transition to the private sector.  

Whilst the future model for ISSC2 only became known at the end of March, the direction of travel has been clear for some time. It was not necessary to await details of the selected option to launch a high-profile campaign to defend the interests of Shared Services staff, and now we have been presented with a decision it is all the more vital that we see a ramping up of activity. This should include:

1.A prime objective of keeping the service wholly in the public sector. This could be as a stand-alone body, but staff must remain civil servants with terms and conditions as good as, or better than, those they currently enjoy.

2. A rejection of commercial delivery of any part of Shared Services, not just the service as a   whole.

3.A programme of communications with staff to ensure they are kept fully informed of events and the risks private sector involvement brings.

4.Consultation with staff – similar to that in DfT – to confirm the desire to remain civil servants. This would send a powerful message to Cabinet Office, which has responsibility for the transition to the new structure.

5.Working across Groups – transformation is a cross-government initiative, and it is important that the Groups involved adopt a joined up approach.

6.Raising the profile of the issues facing Shared Services and increasing awareness across all Groups, not simply those that are directly involved.

7. As in the DfT, measures to oppose privatisation should include industrial action where necessary.

PCS DWP HQ Branch