Industrial Relations Committee

Transcription

1 Industrial Relations Committee reference IR(16)05b title ERUS Work plan 2016 author status summary & recommendations Elaine Sparkes For discussion and decision The committee are asked to consider the ERUS draft workplan for 2016 and agree the plan subject to any proposed amendments. Introduction This is the first draft of the ERUS work plan for 2016 for the consideration of the Committee members. The ERUS Work Plan sits beneath the CSP's annual corporate plan and within the overall longer-term CSP strategy. The annual corporate plan has been included for reference. As with last year the work of ERUS has been divided into two key areas of organising and negotiating and our main areas of planned work for the coming year have been set out under those headings. It should also be noted that underpinning the work plan a number of areas will have specific plans outlining in detail how the work will be taken forward. It is hoped that during the meeting there will be time for some discussion in small groups to consider any comments or suggestions and, allowing for the incorporation of these, the committee is asked to agree the attached plan for Elaine Sparkes Assistant Director E Sparkes 04/02/16

2 2016 ERUS WORK PLAN The ERUS work plan provides details of the work plan for the year and identifies the links to the corporate strategy. It is underpinned by key principles: ERUS will seek to promote quality employment for all members, and will take into account potential differences between the four countries as well as the different employment sectors. It will campaign for equality and diversity and for a publicly funded and delivered NHS. ORGANISING Function Activity Organising Strategy. To continue the work on developing and piloting new organising models, to evaluate the effectiveness of any pilots and consider roll-out of successful models. To promote the role of stewards and safety reps to employers, managers and other CSP members, encouraging joint working across the stewards and safety reps networks and with other CSP activists such as learning champions. To use all opportunities to recruit and retain reps and evaluate the effectiveness of different methods of recruitment. Key Activities/Outcomes Pilot of any models developed is carried out with an evaluation of impact and benefits. Resources are developed to engage members and assist in recruitment of reps along with targeted site visits. Evaluation of effectiveness is carried out. To utilise dynamics to support the organising strategy, to identify potential activists, such as former student reps, and to improve the efficiency of the accreditation system. Dynamics is used to provide -Regular reporting on rep coverage and turnover with evaluation of changes over time. -Automated systems for lapsed reps. -Information on potential activists in workplaces with no reps and these contacts are followed up. Non-NHS To review the potential for extending the organising approach in non-nhs sectors, assessing the opportunity to develop the non-nhs steward and safety rep networks by identifying key employers/workplaces, recruiting reps where possible, and identifying opportunities for formal recognition agreements. Review of current situation and opportunities is undertaken along with evaluation of impact of recognition agreements gained in

3 Recruitment, Retention and Engagement To continue to work with other directorates to review recruitment, retention and engagement opportunities. To promote the adoption of an organising and campaigning model within the My CSP programme, seeking to recruit, retain and engage members through building relationships and ensuring benefits of membership are understood. Evaluation through measures identified by RRIG. Campaigning National: To work with the 4 country TUCs, other Trade Unions, and relevant bodies on specific campaigns most relevant to CSP members for example campaigning against the trade union bill, responding to the devolution agenda. To support (as appropriate and as resources allow) key campaigns led by external organisations to which CSP is affiliated. Local: To work with reps, members and across CSP directorates to identify and campaign locally on relevant issues. To support stewards/members to: Identify local issues of relevance for a campaign Equip them with research tools Support them to develop the campaign and run it locally Use the campaigns to recruit reps and members and develop activists. Political changes: To encourage and facilitate reps and members to engage and promote CSP issues identified leading up to the elections in Scotland, Northern Ireland and Wales and local elections in England in To consider the impact, on both healthcare and employment, of separate healthcare systems in all four countries including the devolution and integration agenda. To work across the CSP to involve affected members, provide support and advice, and respond as appropriate. Relevant campaigns are identified early in the process and work is taken forward across directorates. Appropriate resources developed and members provided with support to get involved. Effectiveness of each campaign is reviewed by evaluating against aims and assessing member involvement. As part of the organising projects, pilot local campaigns and evaluate the impact on engagement and recruitment of members and activists. Appropriate communications regarding the elections are agreed and delivered across directorates. ERUS on-going involvement in the CSP policy group leading on integration. Links developed with the TUC work on integration/devolution. 3

4 Policy: To work across the CSP to improve the quality and breadth of data and information to support policy development on a wide range of issues, ensuring a trade union and employment perspective is considered. Training To provide a national and regional training programme for stewards and safety reps that equips reps with the skills, knowledge and confidence to assist them in their roles in the workplace. To continue development of web resources for reps and participate in CSP wide e-learning group. To consider the role of regional training days and if appropriate develop new ways of delivering training, identifying pilots and evaluating impact. To utilise Dynamics to record and monitor attendance at training events. Equality and Diversity To work with the CSP Equality and Diversity Group to develop a cross directorate equality and diversity strategy for Development of CSP policy always includes consideration of TU and employment perspective and has input from relevant ERUS staff as appropriate. Evaluation forms from training consistently show stewards and safety reps have increased knowledge and confidence following training. Current strengths and weaknesses of training days are identified and new models for piloting are trialled and evaluated if appropriate Dynamics provides monitoring information of attendance. Strategy for 2016 is agreed and evaluated against aims. (CP 1.2; 1.3;) Leadership To encourage and support the leadership role of member activists, and in particular IRC members, NGRS and NGRSR and diversity network members. To encourage stewards and key activists to attend the various TUC conferences, to participate in debates and promote the benefits to the wider membership. To support the PhysioWorks programme in encouraging active participation of all members and in promoting the role of leadership throughout the profession. IRC assessment on the effectiveness of this area of work and development. Participation at TUC Conferences including development of CSP motions and involvement in wider debates. 4

5 To support the English Regional Networks and Country Boards through direct participation and/or encouraging steward involvement. Good to Great To actively contribute to integrated, cross-directorate working in taking forward the workstreams arising from the Good-Great review. Staff Support and Development To ensure an active commitment to supporting and developing staff through robust appraisal systems, identifying and taking forward training needs, and appropriate management support. ERUS staff are actively involved in all workstreams and in taking the work forward. Feedback from the workstreams is regularly provided by staff involved, and work is integrated into planning. All staff receive a timely appraisal and training needs are identified. 5

6 Function Activity NEGOTIATING Support, Advice and Representation To support stewards and safety reps to undertake their roles in the workplace through regular communications, relevant briefings and direct support from staff. To provide members with high quality advice, support and representation on work-related issues and problems through stewards, safety reps and ERUS staff and to provide support and representation for members and reps from other organisations with whom we have a service contract. Key Activities/Outcomes Assessed through stewards survey when undertaken. Feedback from NGRS and NGRSR and complaints monitoring. To support reps and members in responding to, and negotiating on, local issues such as cuts, competition and tendering, seven day services and re-organisations. To provide ERUS input to the policy streams of workforce planning, primary care, and integration to support reps and members to use the tools developed for bargaining in the workplace. National Negotiations Pay: To work with other NHS Trade unions through the NHS Staff council to maintain an independent process for determining pay in the UK, and campaign against current Government pay policy across the UK. Terms and conditions: To work with other unions to preserve a nationally agreed set of terms and conditions. To work with other trade unions to ensure any proposed extension of seven day services is based on service need, protects current terms and conditions and is adequately resourced. To ensure the CSP plays an active role in any discussions in the devolved administrations affecting members pay, terms and conditions. Relevant local issues are fed into the policy streams and reps and members can access relevant information from the CSP to provide support in the workplace. IRC assessment taking into account the context and emerging developments. A/A Pensions: Play an active role in the continuing national work on the new Pension Scheme in 2016, including the contribution structure. Provide members and stewards with briefings on developments. 6

7 Health and Safety: To actively participate and work with Trade unions and other partners to take forward the work of the Health, Safety and Wellbeing Partnership Group, and ensure safety reps and members are briefed on relevant information. Equality and Diversity: To actively participate and influence the work of the NHS Staff Council Equality & Diversity sub group and disseminate outcomes. Partnership Forums To ensure the CSP is actively involved and participates in the Social Partnership Fora at national and regional level and the equivalent bodies in the devolved administrations. To advise stewards and safety reps in their role participating in local partnership and negotiating bodies. TUC/STUC/ICTU/ WalesTUC To participate in the TUC General Council and in other Country and regional fora where possible. Encourage CSP steward involvement where appropriate and help develop the necessary skills. Non-NHS To identify opportunities and where possible negotiate recognition rights for members within the non-nhs sector, considering voluntary and statutory routes as appropriate. Work Plan Review The highlights and exceptions from the Work Plan will be reviewed regularly throughout 2016 by ERUS staff and IRC. Maintain CSP seat on HSWPG. Issues of concern for CSP members are on the agenda. Maintain CSP seat on E&D subgroup. Issues of concern for CSP members are on the agenda. Maintain seats on SPF and equivalent bodies. Issues affecting CSP members are on the agenda. Stewards and Safety reps receive training on the role of local partnership bodies and are supported to maintain involvement. IRC assessment on participation. CSP stewards and activists have attended TUC conferences and participated in debate. Recognition agreements pursued and signed where opportunities have been identified. Reviews at regular intervals. 7

8 CSP Annual Summary Plan Supporting Members in their Working Lives 1.1 Ensure CSP services keep pace with changes to members working lives, a changing political and economic environment, and devolved health policy. 1.2 Work to secure fair pay and terms and conditions in all sectors and countries. 1.3 Assist members to deal with challenges and problems at work, building partnership working, organising and campaigning into all levels of service delivery. 1.4 Extend the workplace organising approach, including to areas outside the NHS. 2. Enact the CSP Vision for Physiotherapy Practice and its Effective Delivery in the Future, and Expand Opportunities for Members to Provide Quality Patient Services Across the UK 2.1 Demonstrate the value and impact of physiotherapy. 2.2 Make the case for robust physiotherapy workforce planning, development and investment. 2.3 Improve the profession s leadership capability and reach. 2.4 Demonstrate the need for physiotherapy services in key areas: Rehabilitation, Long Term Conditions, Prevention, and Fitness for Work. 3. Increase the CSP s Influence in the Health, Social and Policy Environment 3.1 Implement a new system for developing policy and influencing to increase the CSP s impact on policy on primary care, service integration and workforce transformation. 3.2 Increase the impact of our local influencing and campaigning on decision makers and employers. 3.3 Continue to champion the NHS as a universal and publicly accountable service, free at the point of need. 3.4 Work in partnership with other organisations to campaign and influence the environment in which our members work and practice. 3.5 Develop our policy on devolution ready for the elections to the devolved parliaments and assemblies. 3.6 Implement the Physiotherapy Works communications programme so as to stimulate demand for high quality physiotherapy services and protect the reputation of the profession with the public, patients, the media and other stakeholders. 4. Enhance Relationships with Members 4.1 Implement the My CSP programme of integrated recruitment, retention and member communications so as to build the life-long relationships with members that promote their active membership and use of CSP services. 4.2 Demonstrate local CSP activism to members and develop local member organisation for professional, employment or other purposes. 4.3 Enable members, patients and stakeholders to access information and services that support CSP strategic objectives by developing the CSP website, social media and marketing in line with the Digital Engagement Review. 4.4 Review member contact/service to respond to changing expectations. 4.5 Continue to develop our understanding of members and the environments in which they work through consultation, market research and data analysis. 5. Develop the CSP for Financial and Organisational Success 5.1 Maintain the strong financial base to ensure the sustainability of the organisation, embracing the diversification of income streams and developing into new areas of membership. 5.2 Continue to implement the agreed outcomes of Good to Great, including planning, governance and risk management. 5.3 Building continuous improvement into business as usual, embedding relationship management, the lessons learnt from the Adapt project, and the drive to enhance business systems and processes. 5.4 Begin implementation of the new ICT strategy, including a new subscriptions management system. 5.5 Ensure a fully operational business continuity plan. 5.6 Deliver the Vision for Great Planning and Performance Management at the CSP in order to gain the required benefits from modernisation. 5.7 Ensure CSP staff are developed, equipped, motivated and empowered to provide the best possible member services. 5.8 Develop the next strategy for the CSP. 8