Transcript Col’s pressie

Strategic Service Partnerships and
UNISON Strategy
Colin Meech
National Officer
Background
• Public sector workers have faced extensive
privatisation programmes in the UK.
• Medium trends have been been toward large
scale capital programmes such as Private
Finance Initiatives and Public Private
Partnerships.
• Most recent developments include Strategic
Service-Delivery Partnerships
What are strategic partnerships?
• A Strategic Service-Delivery Partnership (SSP) is a longterm multi-service, multi-million pound contract between
a local authority, or other pubic body, and a private
contractor.
• Usually based on ICT and/or support services including
professional and management services. They may
include education, property and asset management and
other services.
• It will usually affect a large number of staff who will either
be transferred to a private contractor or seconded to a
joint venture company (JVC).
Key Issues in SSP’s
 Usually include a regional business centre the successful
bidder will use this to win other administrative or customer
service contracts for other clients in both the public and
private sector.
 Long term – usually 10/20 years with an optional five year
extension. Open ended – meaning that there is usually
scope to add further services should the partnership prove
to be ‘successful’.
 Governed by a partnership board - with representation
from the Local Authority and Private partner.
UNISON Strategy Response
• Continue to argue for public investment and oppose
privatisation on key principles of service delivery
improvement.
• Pursuade government to introduce legislation to protect
workers interests.
• Seek recognition and bargaining arrangements with key
companies in the public sector
• Consider and develop ownership strategies with the TUC
and other national and international bodies
Legal Strategy
• Government code on the two-tier workforce. Allows
trade unions to bargain pay and conditions for new
employees.
• Companies must offer pay and conditions no less
favourable than transferring workers.
• Companies are vulnerable to UK’s Equal Pay
Legislation
Organising Strategy
• Selection of key companies
• Commitment to grow the union and company
• Development of recognition and bargaining
agenda
• Setting market trends for others to follow
• Mapping of membership and representatives
• Contact groups for the selected companies
and their subsidiaries are being established
Objectives
 Increase membership
 Develop organisation and capacity
 Negotiate principals of Best Value code of
conduct or any future statutory regulation of
public sector procurement or Fair Wages
resolution
 Develop a bargaining agenda
 Develop a communications strategy
• Develop Corporate Governance activity in
conjunction with the TUC and ICFTU
Organisational Structure
• Strategic Joint Board (SPB)
Bi-annual initially. Coverage: Relationship & strategic issues.
• National Joint Board (NPB)
Quarterly. Clearing house for key items raised from Local forum.
Forum for consultation on HR policy; change programmes etc.
Local Government Code implementation
• Local Forum
Local site issues, report against contractual targets; business site
update NJB update – implementation/progress report on any NJB
initiatives; report on best practice models on site and whether
roll up to NJB. Local change management programmes. Local
Government Code implementation
Working with employers
TUC/ICFTU
UNISON
ABI/Charities
Government
As Employees:
Collective Bargaining
Capita
As Citizens:
Employment Law
LGPS
Institutions
As Minority “owner” Partner other “owners”
Shareholder activism
Board control
Capita shareholders are our
members
Beneficial owner
Essex Pension Fund
West Sussex
Wolverhampton
South Yorkshire
Dyfed
West Yorkshire
Edinburgh
London Authority
%Holding
0.20
0.14
0.14
0.10
0.11
0.11
0.12
0.05
Shares
1,339,600
965,000
930,169
668,000
713,933
713,826
791,372
343,902
Capita shareholders and potential allies
Beneficial
British coal mineworkers fund
British coal staff pension fund
Post office pension fund
British telecom staff pension fund
Universities superannuation scheme
British steel corporation fund
Railways pension fund
Co-operative insurance pension
Church commissioners for england
Church of england
Helsinki local government pensions
State of connecticut fund
Us pension funds co
% Holding
0.76
0.74
0.40
0.24
0.22
0.18
0.14
0.63
0.56
0.15
0.58
0.13
1.16
No. Shares
5,066,019
4,924,804
2,656,447
1,590,014
1,485,012
1,196,660
919,900
4,180,358
3,750,000
1,012,755
3,892,360
870,696
7,773,575
Other Issues to Consider
• Will governments reduce private capital in public services?
• Do public sector unions continue to organise in the
‘Private Sector’?
• In order to have the maximum bargaining power with the
private sector, can we exert our influence at all points of
contact within its chain of command.
• Should we recognise that our members are owners of the
companies that run public services