PUBLICEYEProspect members in public service

www.prospect.org.uk • Issue 4, October 2014

THE SECOND anniversary progress report on civil service reform mainly attracted attention because of the linked government appointment of former BP chief John Manzoni as the service’s first ever chief executive.

The overall impression in the report is of a government still at odds with what it sees as an obstructive civil service culture and determined to drive through its punitive and discriminatory performance management process.

Some statements are welcome, for example about formalising the role of heads of profession and working across departmental boundaries, but even these are based on a very narrow vision.

Simply formalising the heads of profession role will not transform the current patchwork of professional advice into a coherent and proactive pan-government resource. Prospect has long argued for a rebalancing of power between departmental hegemonies and the champions of professional expertise.

Action is now urgentWe are aware of rising management concern about the loss of specialist skills, especially in scientific and technical areas, and conscious, too, that all likely future governments are already dampening expectations about the 2015 spending review and its staffing consequences.

To do their jobs effectively and move forward, ministers need a baseline understanding of the skills currently available to them. But departments have failed to respond to this need.

Work to enhance the role of heads of profession must include the usual suspects but also extend beyond them.

It’s all very well for ministers to talk about the need for better project management skills, but project managers must also understand the professional and industrial context they are operating in.

For example, a successful technical project manager in say, the Ministry of Defence, will also need professional engineering expertise and experience.

Similarly, emergency response teams in organisations like the Environment Agency or Forestry Commission do not operate in isolation from policy staff, but depend on

Two years on, civil service is still failing specialistsThe civil service reform plan is still far too vague on how to address the specialist skills gap, argues Sue Ferns, Prospect’s director of communications and research

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advice from and interaction with trusted policy colleagues committed to the public interest.

The Talent Action Plan is another welcome initiative, but its focus on removing barriers to progression for female civil servants needs expanding to cover other equality strands. Early outcomes from the performance management process show an urgent need to prioritise support for black and minority ethnic (BME) and disabled staff.

It is also profoundly disappointing that the Talent Action Plan does not set benchmarks or targets for outcomes.

But, to return to John Manzoni, does it really matter if the future civil service buys in skills rather than growing its own?

Yes, it matters. First, government must be able to call on the expertise when is needed, not after negotiating its way through contractual or other third-party relationships.

Second, understanding of context matters for successful delivery, and retention of organisational memory helps to ensure that mistakes are not repeated.

Third, the civil service is a major procurer of goods and services and, in an increasingly complex and technically challenging environment, intelligent customer expertise is vital.

Of course, the civil service can benefit from external appointments, just as the wider business community can gain from the experience of civil servants.

The challenge for John Manzoni will be to strike an appropriate balance while ensuring that the civil service can continue to attract and retain specialist skills. Assuming that an upturn in the private sector labour market gathers momentum, he will have a limited time to convince civil servants that things have changed for the better.

■■ Environment■Agency■staff■

at■work■in■Worcestershire■

during■last■winter’s■floods

‘Government must be able to call on the expertise when is needed, not after negotiating its way through contractual or other third-party relationships’

Prospect • PublicEye – October 2014

CSEP documents confirm that the payments will be at the occupational rate and not the statutory minimum. Prospect has welcomed this.”

Employers could start to receive notice of eligibility and the intention to take shared parental leave from qualifying employees from January 2015.

SPL aims to: ● allow working parents to share the

care of their children ● enable working fathers to take a

more active role in caring for their children

● reduce the gender bias that currently impacts on women’s careers.

Where a woman and her partner meet the qualifying conditions for SPL, the woman can end her maternity leave and pay, or commit to ending it at a future date and share the untaken balance of maternity leave and pay as SPL and pay.

For adoptive parents, the primary adopter will have to bring their adoption leave period to an end before they or their partner are entitled to SPL.

■■ bit.ly/acas_parental

JOB-SHARING AND ADJUSTMENTS ADVICECIVIL Service Employee Policy has issued guidance for managers on how to promote job-sharing as a flexible working option and how to consider making a reasonable adjustment for a member of staff with a disability.

The job-sharing guidance

sets out its benefits and covers filling posts on a job-sharing basis; changing work patterns; and essential tips for job sharers and their managers.

■■ bit.ly/csep_guidance■■ bit.ly/CS_ jobshare

Unions have also been sent an advice note on how to

consider making a reasonable adjustment for a member of staff with a disability. CSEP did not consult the trade unions before issuing the advice.

Prospect negotiator Dave Allen said it would be subject to departmental negotiations and existing policy.

Reviewed guidance on public sector equality duty is vital toolTHE Government Equalities Office has updated its guidance for the civil service on applying the Public Sector Equality Duty.

The government reviewed the duty in September 2013. Although the review found there was no appetite to abolish the PSED, it said the underlying approach should be that public authorities comply with their legal duties, but no more.

The clear emphasis in the revised guidance is proportionality.

However, Prospect believes that the PSED remains a very important tool for branches to use in equality-proofing employer processes and initiatives, and holding employers to

account. The union’s

equalities officer, Sandie Maile encouraged reps to make sure that

employers take account of the PSED at the start of their decision-making processes, in relation to:

● developing new policies and reviewing existing ones

● reviewing budgets and cutting costs

● restructuring proposals ● employment policies, such as the

performance management system.“This is not an exhaustive list,

but a reminder about how the PSED can help with local negotiations in terms of ensuring fairer outcomes,” she said.

On equality impact assessments, the guidance makes it clear that these are not a legal requirement but a tool to be used in demonstrating compliance.

Maile said some kind of equality analysis should be undertaken to comply with the duties. Prospect believes that where EIAs have been working adequately, they should continue to be used.

SHARED PARENTAL leave is a new right that will enable eligible mothers, fathers, partners and adopters to choose how to share time off work after their child is born or placed.

This could mean that the mother or adopter shares some of the leave with her partner, perhaps returning to work for part of the time and then resuming leave at a later date.

The regulations are currently before parliament and are due to come into force on 1 December 2014.

The options to use the new shared parental leave rights will apply for parents who meet the eligibility criteria, where a baby is due to be born on or after 5 April 2015, or for children who are placed for adoption on or after that date.

Civil Service Employee Policy has sent draft policy documents on shared parental leave to the trade unions. The arrangements will come into force from April.

Prospect negotiator Dave Allen said: “The question of how payments will be made will be discussed at departmental level. However the

New rights on shared parental leave

■■ Allen■–■occupational■rates■welcomed

Published by Prospect, New Prospect House, 8 Leake Street, London SE1 7NN

PublicEye editor: Marie McGrath e marie.mcgrath@prospect.org.uk t 020 7902 6615

Printed by: College Hill Press

Prospect • PublicEye – October 2014

NEWS2

Make the switch to direct debit PROSPECT is urging members in the civil service who currently pay their union subscriptions through check off to switch to direct debit.

Under check off, union subscriptions are deducted from members’ pay at source. All government departments have been instructed by the Cabinet Office to review check off and some have decided to terminate it. We do not know whether others will follow suit but there is a distinct possibility that your employer will effectively cancel your union membership over the next few months.

Prospect deputy general secretary Leslie Manasseh said: “The best way to ensure that you stay with Prospect and keep your union benefits is to switch to direct debit. Prospect’s system operates to the highest standards and complies fully with the direct debit regulations and guarantees.”

Members can make the switch by: ● Going online www.prospect.org.

uk/direct_debit. You will need to register first

● completing and returning the form at https://library.prospect.org.uk/id/2009/00784

● calling our membership department on 01932 577007.

PROSPECT IS urging members in the civil service to challenge their performance marking if it does not reflect their performance.

Feedback from members continues to highlight major concerns about the way performance management is being rolled out across the service, including:

● evidence that employees from ethnic minorities and those who are disabled or who work part-time are disproportionately likely to get lower ratings

● forced distribution of ratings to fit predetermined quotas

● targets/objectives not being properly set at the start of the appraisal year

● mid-year reviews not being done properly or at all

● disparities between indicative ratings and final, “validated” ratings

● ambiguous language and confusing performance descriptors

● lack of trust and confidence in the

IN BRIEFThe Transatlantic Trade and Investment Partnership – Download a short briefing on the background, negotiation process and sticking points of the proposed European Union-US free trade agreement, the Transatlantic Trade and Investment Partnership – bit.ly/ttip_euus

For you, by you – If you are a civil servant, or work for an associated organisation, you can apply for help from For you, by you – the charity for civil servants. The charity can help with a range of issues includ-ing: money; stress and anxiety; caring; depression; relationships and mental health. You can help by donating, joining an event, doing your own thing or volunteering – www.foryoubyyou.org.uk

system and inconsistent application.Leslie Manasseh, deputy general

secretary, said: “If you have been affected by these or other similar problems, please speak up. We understand that the performance management cycle differs from employer to employer, but performance management is an ongoing process.

“You should be clear on your objectives and how you are performing at all times – as should your line manager. You can ask questions, raise problems and challenge your line management at any time if you have concerns about the way the system is being

applied to you.”He stressed that problems with the

performance management process and outcomes could adversely affect members’ pay and careers.

“Your box marking will be a permanent comment on you. So if your mark does not fit your performance – challenge it,” he urged.

Prospect • PublicEye – October 2014

NEWS 3

Don’t be afraid to challenge your performance marking at work

■■ Use■the■poster■on■the■back■page■to■spread■the■word.■Find■more■resources■at■■bit.ly/cs_pm

RECRUIT A MEMBERThe more members we have, the stronger our voice. Ask your colleagues to join us at www.prospect.org.uk/joinus or call 020 7902 6600 for more details.

A KEY target in the civil service reform plan was to reduce the size of the service by more than a fifth by 2015. It looks like the government will miss the target – but only just.

The drive to reduce the number of employees in administration grades continued in the last year, but employment levels among higher grades has started to rise (graph, right).

Some of the biggest losers have been the big government organisations such as the Department for Work and Pensions (8,500 employees – full-time equivalent), HMRC (3,000) and the Ministry of Defence (600).

Government agencies like the Animal Health and Veterinary Laboratories Agency, the Insolvency Service and the Food and Environment Research Agency all experienced cuts of 10% or more in the last year.

However, a number of organisations have reached the limit in how much they can cut, particularly in specialist grades.

Some organisations have increased the number of employees in higher grades. Although this is not enough to offset the big reductions in administrative staff, it has slowed the

CIVIL SERVICE % CHANGE IN THE MEDIAN PAY LEVELS BY GRADE SCS Grades 6 & 7 SEO & HEO EO AO/AA Total

All employees 4.18% 0.58% 0.97% 1.02% 1.01% 1.44%Department of Energy and Climate Change 0.21% 3.42% 2.62% 1.19% 3.96% 19.56%Foreign and Commonwealth Office (excl. agencies) 2.45% 2.47% 2.45% 5.18% 9.19% 6.16%Defence Science and Technology Laboratory 8.92% 1.83% 8.22% 1.36% 0.00% 2.39%Ministry of Defence 6.24% 0.36% 1.00% -1.61% 0.05% 1.02%Scottish Government (excl. agencies) -0.92% 0.99% -3.20% 0.99% -0.97% 0.99%UK Intellectual Property Office 1.40% 12.51% -2.92% 1.69% 1.63% -4.52%Welsh Government 4.91% 2.02% 3.42% 2.18% 3.46% 2.11%

Prospect • PublicEye – October 2014

4 PAY

overall downward trend. This restructuring of the civil

service workforce has led to some bizarre outcomes in the movement of median pay levels (table, below).

At the Department of Energy and Climate Change, an increase in the number of employees in the highest

grades was offset by a reduction in AA and AO roles. This has boosted the median level of pay by nearly 20%. Some of the increase at DECC is because of higher pay for specialists in the oil and gas sector.

A similar process is shown at the Foreign and Commonwealth Office,

CS statistics highlight

specialist pay challenge

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In the final year of the current government, the pace of austerity

may be slowing down for some, but where have the cuts fallen and what is happening to pay? Prospect’s head of research Jonathan Green looks at some of the underlying trends in civil service statistics 2014

■■ bit.ly/ons_cs2014_stats

Talk to the people who have the power over your paySPECIALIST pay is the subject of one of the five pledges that Prospect is asking politicians to sign up to before the next general election.

The pledge asks MPs and prospective candidates to write to their party leaders asking them to “work with Prospect to promote an independent review of pay for skilled professionals in the civil service”.

Pay review bodies are independent bodies, guided by evidence, that advise the government on the pay of defined groups of public service staff. They can also audit skills, make recommendations on career progression, and provide valuable advice about staff retention.

They already operate successfully in some parts of the civil service – for example, in the Prison Service and the

senior civil service – so this is not a new idea.

Prospect deputy general secretary Leslie Manasseh said an independent

review of specialist pay could include opportunities to break down obstacles which inhibit the movement of specialists across the service; start to repair damaged morale; and address recruitment and retention problems.

“Politicians need to understand the importance of aligning specialist pay to the challenges that the civil service will face in the future. Who better to help them gain that understanding than the people actually doing those jobs?”

■■ Find■out■more■about■the■Pledge■at■www.prospect.org.uk/prospectpledge

■■ To■order■printed■pledge■cards■email■centralservices@prospect.org.uk

which has helped to boost median pay by 6%.

But there have also been some significant pay movements as a result of successful Prospect pay bargaining and representation. The median pay of those employed in Grades 6 and 7 at the UK Intellectual Property Office has seen a marked change.

At the Defence Science and Technology Laboratory, the Treasury approved a business case for bonus money to be used to target pay for specialist grades, which appears to show up in the movement of median pay for Grades 6 and 7.

At the Welsh Government, pay

policy is not subject to the same tight constraints. As a result, an increase in employment has been accompanied by a rise in median pay levels for all grades.

One clear winner from this year’s pay round was the Office for Budget Responsibility. Median pay rose by 2.4% and by nearly 20% for those in SEO/HEO grades. Retaining economists has been a real problem for the government, especially at the Treasury. Maybe this is starting to highlight a broader problem with austerity in the civil service. If it is going to become more strategic, pay will have to rise to attract and retain those with specialist skills.

■■ Robert■Halfon,■Conservative■MP■for■Harlow,■backed■the■Prospect■Pledge■campaign■at■its■Westminster■launch

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■■ Above,■hundreds■of■Prospect■members■gathered■in■London■to■join■the■TUC■“Britain■Needs■A■Pay■Rise”■march■and■rally■this■month

Prospect • PublicEye – October 2014

5PAY

600,000

500,000

400,000

300,000

200,000

100,000

0 2010 2011 2012 2013 2014

TOTAL SCS G6/G7 SEO/HEO EO AO/AA

250,000

200,000

150,000

100,000

50,000

0

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HO

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MPL

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CIVIL SERVICE EMPLO

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THE CIVIL SERVICE AND AUSTERITY

THE VITAL role of the National Trust to Welsh heritage was highlighted by a government speaker at the Trust’s Prospect branch conference in Newport in September.

More than 40 delegates from all countries and regions attended the annual delegate conference at Tredegar House.

Speakers included Ken Skates, Wales Assembly Member and deputy minister for culture, sport and tourism in Wales, and Justin Albert, the trust’s director for Wales.

Ken Skates recognised the “powerful contribution” that National Trust employees had made to the Welsh heritage.

Commenting on the Assembly government’s support for the living wage, he urged all employers – public, private and not-for-profit – to adopt it as the minimum for all.

Justin Albert said Octavia Hill, the progressive socialist Christian who helped found the National Trust, believed that there had to be more to life than toil and that inequality should be a thing of the past.

He recognised the work of the National Trust in Wales, with more than four million visitors bringing employment and enjoyment to many.

Albert also acknowledged the constructive partnership between the trust and Prospect and the benefits that the relationship has brought for trust employees in Wales and for the organisation more widely in terms

UK Hydrographic Office pay campaignPROSPECT members at the UKHO remain resilient and determined in their campaign to fix their broken pay system.

They believe people should be fairly rewarded and that the quality of the life-saving service the UKHO provides should be protected.

Members have demonstrated their views by taking action short of a strike, working to rule and regularly walking out at 4pm.

Negotiator Helen Stevens said the actions were having an impact because the operations manager has asked

staff to work more overtime. “Pay negotiations are still

stalled because of Treasury delaying tactics. The minister has refused to meet Prospect reps, but members are holding true to their aim and will keep the action going for as long as it takes,” she added.

Key players in Welsh heritage

of constructively challenging its planning and thinking.

Branch secretary Lorraine Vinten said the conference was the “best ever”. Leigh Freeman, branch vice-president, highlighted the union’s

successes: pay increases, workforce planning, representation, callout payments, housing buy-outs, travel expenses – none of which would have been achieved without Prospect.

Informed by the recent survey of members, delegates agreed policy objectives for 2014-15:

● low/equal pay – Prospect will press for the living wage and the removal of pay disparities in the organisation

● excessive working hours – Prospect will press for an end to excessive hours, greater leave provision and better access to time off in lieu.

● performance/PDR – Prospect will press for fairer, more transparent and consistent methods.

Branch president Paul Stewart said Prospect was a progressive union that would continue to press for quality jobs in what should be a quality sector. The union would continue to challenge, be a voice for workers and advocate fairness within the organisation.

■■ Ken■Skates:■Assembly■government■backs■the■living■wage■for■all

PICTURES: BRIAN

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Prospect • PublicEye – October 2014

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Members participating in the TUC’s pensions day of action in November 2011 helped to secure a key improvement to the public service pension scheme reforms

Prospect • PublicEye – October 2014

7PENSIONS

IN THE March budget, the chancellor surprised many by announcing that rules about how defined contribution pension pots must be used would be relaxed.

Public service pension schemes are defined benefit pension schemes and largely unaffected. However, many public service pension scheme members have defined contribution additional voluntary contribution (AVC) pots, and are wondering if the new regime would apply to these.

Thousands of civil servants are in a defined contribution scheme called Partnership rather than the main defined benefit schemes.

Rule changes to allow these members to avail of the flexibilities are expected to be drawn up shortly.

The main change will be that members will no longer have to use their defiined contribution pension pot to buy regular pension income (known as an annuity) on retirement.

Instead they will be able to draw their pension pot as cash. Generally 25% of the pension pot will be tax free, with the rest subject to tax at the member’s marginal rate.

Prospect pensions officer Neil Walsh said: “Many public service pension scheme members are already able to draw down AVCs as cash. This flexibility is now being extended to those whose main benefits are not large enough to already do this and to members of Partnership.”

He encouraged members to pay attention to the new guidance arrangements coming in from next April.

The government is also introducing rules to ban members of public service pension schemes from transferring their pension benefits to defined contribution pension schemes to take advantage of the enhanced flexibilities.

Minimum pension age is increasing as a result of these reforms. For members of public service pension schemes it is currently generally 50 or 55. Over time this will be increased to be 10 years before state pension age.

“Raising minimum pension age runs contrary to the agenda of increasing freedom and choice. Not all the reforms match the government’s rhetoric in this area,” said Walsh.

■■ Prospect■is■preparing■a■briefing■on■the■reforms■and■holding■a■teleconference■at■1pm■on■8■December.■To■participate,■please■email■■jackie.moonan@prospect.org.uk.

Please encourage non-members interested in this topic to join Prospect so they can participate – www.prospect.org.uk/joinus

Pension flexibilities for someNew flexibilities are expected to apply to members of public service pension schemes with defined contribution pension pots, explains

Prospect pensions officer Neil Walsh

CHOICE EXERCISE UNDER WAYTHOUSANDS of Prospect members of the civil service pension scheme (PCSPS) are involved in an exercise to choose the pension scheme they will be in for a period from April 2015.

Members participating in the TUC’s pensions day of action in November 2011 helped to secure a key improvement to the public service pension scheme reforms – that those closest to pension age (within 10 years of pension age on 1 April 2012) would be protected from any reforms by staying in their current scheme for the rest of their career.

To avoid cliff edges, tapered arrangements were introduced for those falling just outside that window. These can mean significant

differences in outcome for those born days apart.

People between 10-13.5 years of pension age can choose to remain in their existing scheme for a period of between two months and more than six years (the closer to pension age on 1 April 2012, the longer members can remain in the scheme).

The option window opened in October. Individualised packs were sent to members in stages, with two months to assess the options and return their forms. If no form is returned the default is for members to stay in their existing scheme for the length of their own option period.

Prospect pensions officer Neil Walsh is holding meetings and teleconferences to support members facing this option. For meeting details, visit bit.ly/pcsps_options

■■ Teleconferences■will■be■advertised■shortly■–■to■register,■email■jackie.moonan@prospect.org.uk

Does your face fit?The new PM system is producing unfair results

If your mark does not fit your performance

…challenge it!see how to at http://bit.ly/cs_pm

MANAGEMENTPERFORMANCE

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