076 CWU Branch Finances - Reminder
077 Harassment Complaints Database: Union Policy
078 Mandatory Equality & Diversity Training
HEALTH AND SAFETY
No items this week
079 BT Operate: Field Engineering Reorganisation and Change
080 BT Operate: Field Engineering - January 2011 Sick Report
081 BT Operate: Service Assurance Reorganisation
082 BT Operate: Lead to Cash Operating Model
083 BT Operate: Lead to Cash Operating Model - Selection Methods
084 BT Operate: Lead to Cash Service Performance Post Cease
085 BT Operate: Lead to Cash Service Integration Efficiency Programme
No items this week
LETTERS TO BRANCHES
227 09/03/11 BT Global Services - Agreement on Contracts at Risk - Colin O'Callaghan
228 09/03/11 BT - Business Travel and Expense Policy - Colin O'Callaghan
229 09/03/11 BT - Overnight Allowance - Colin O'Callaghan
230 09/03/11 BT Engineering Untested Tools and Equipment - Grace Mitchell
231 10/03/11 Branch Model Constitution - John East
232 10/03/11 Elections for CWU Virgin Media Representative Committee (Field Staff) - Grace Mitchell
233 10/03/11 BT Learning - Pay 2010 - Brian Healy
234 10/03/11 Royal Mail Anti-Privatisation Campaign - Update and Strategy Going Forward - Billy Hayes/Dave Ward
235 10/03/11 Openreach Training - Ian Cuthbert
236 10/03/11 Openreach - Operational Effectiveness - Ian Cuthbert
237 10/03/11 BT Operate - First Group Contract Expiry and First Great Western Terms and Condition Matrix - Brian Healy
238 10/03/11 Postal Services Bill - EDM1408 - Billy Hayes/Dave Ward
239 14/03/11 BT Wholesale Date Team - Brian Healy
240 14/03/11 BT Operate - First Group Contact Expiry and First Great Western Terms and Condition Matrix - Brian Healy
241 14/03/11 Structure of the Union - Billy Hayes
242 14/03/11 TUC March and Demonstration - Saturday 26 March - Tony Kearns
243 15/03/11 Openreach Attendance, P&D Requests and Flex - Ian Cuthbert
244 15/03/11 The World Top 200 Companies - Billy Hayes
245 15/03/11 Postal Services Bill - House of Lords Committee Stage - Billy Hayes/Dave Ward
246 15/03/11 Openreach Apprenticeship and NVQ for Assistant Team Members - Ian Cuthbert
247 16/03/11 Staying in Touch - with Retired Membership Posters - Kevin Slocombe
248 16/03/11 Taping of Performance Warning Interviews in BT - Grace Mitchell
249 16/03/11 Performance Levelling Guide - Grace Mitchell
250 16/03/11 Isle of Man: Post Office Pay Claim 2010 - Industrial Action Ballot - Terry Pullinger
251 16/03/11 Collection Revisions Process and Collection Revision Guide Lines Version 2.5 - Bob Gibson
252 17/03/11 BT Wholesale - Customer Service Private Circuits Review - Brian Healy
253 17/03/11 BT Operate - Field Engineering - Broadband Repair moves to Openreach - Brian Healy
254 17/03/11 Together We will Make a Difference - Carol Alcock (on behalf of Sally Bridge/Jim Gavine)
255 17/03/11 Use of Mobile Elevating Work Platforms (MEWPs) in BT - Dave Joyce
256 17/03/11 Good Work Good Health Guidelines - Dave Joyce
CWU Branch Finances - Reminder
An essential course for branch financial secretaries and treasurers.
This course is aimed at branch treasurers and branch financial secretaries. During the three day programme you will receive a thorough grounding in:
- The union approach to financial planning
- The role of the treasurer/financial secretary in the CWU
- CWU financial policies and processes
- Branch finances and budgets
- Financial planning
- Using the SAGE accounting system
This course is designed to ensure that everyone gets the chance to participate fully through working in small groups, taking part in group discussions, role play and practical exercises.
Please note that this course does not attract paid release form the employer.
The Branch Treasurers/Financial Secretaries course is currently scheduled to take place at the CWU education and training centre at Alvescot Lodge.
Wednesday 4 - Friday 6 May 2011 Closing date for applications - Thursday 17 March
All courses at Alvescot are residential. The cost of tuition, food and accommodation will be met from the general fund.
Branches requiring financial assistance from the general fund to enable them to send students to the course must submit the request with the nomination, to enable the trustees to consider the request in time.
Harassment Complaints Database: Union Policy
Branches are again reminded of the need to fill in the Harassment Complaints Database (HCD) forms, as illustrated in LTB 450/04.
Please ensure that all representatives have a copy of LTB 450/04 as it contains useful guidance as well as the form itself. Branches may also find LTB 289/04 useful which contains information on the Harassment Helpline and the Harassment Advice Network as well as the HCD. The completion of the HCD forms is part of our agreement with the Equal Opportunities Commission and is, therefore, CWU policy (the full agreement can be found in LTB 292/04).
The Equal Opportunities Commission has raised concerns with us regarding the completion rate, which we need to address, otherwise we will fall foul of the agreement. Therefore, please ensure that any complaint raised with branch representatives by members that involves possible harassment should be notified to HQ via these forms.
We appreciate that this will add to an already busy work schedule for those representatives that have the responsibility for completing them, but there is no scope for non-compliance.
We must accept that this will become an accepted culture in terms of harassment reporting. The data that will come through to HQ will be vital in enabling us to analyse and identify any obvious patterns where problems exist. We extend our appreciation to all those branches already complying with the policy and look forward to the co-operation of all branches in this matter.
Any enquiries about this paragraph should be addressed to Linda Roy, Equality Officer.
Mandatory Equality & Diversity Training
Branch secretaries are requested to ensure that any person in their branch who has CWU representative responsibilities and has not yet completed their mandatory equality & diversity training are enrolled in the courses that are planned throughout the regions in the forthcoming months.
All reps must do the training - this includes divisional reps, area reps, unit reps and branch officers. For clarification on dates please contact your regional secretary. The training has been running now for over three years and there are still a substantial number of reps who have not completed the training.
Your co-operation in this matter is greatly appreciated.
Equal Opportunities Department.
BT Operate: Field Engineering Reorganisation and Change
Attached for the information of branches is a letter sent to Prospect on changes covering the role of change development and performance management, as well as that of the first line manager.
These changes are an early initiative relating to the Field Engineering and Transformation organisational changes previously announced.
11BOB010 t079 BT Operate - Field Engineering Reorganisation and Change
BT Operate: Field Engineering - January 2011 Sick Report
As reported in Branch Officials' Bulletin No. 7/2011, paragraph 54, the union's BT Operate executive team continues to monitor sick leave reports and the application of management's process in this area.
The following is a summary of the situation as it stood at the end of January 2011:
- Sickness Cost - Decreased by £12.2k (5.7%) versus December, with 212 fewer absence days in total and absences attributable to colds and influenza, for example, reducing from 587 to 501. Year to Date cost stands at £1,859.9k, £535.6k (22.4%) down v January 2010.
- % Days Lost - Similarly decreased, by 0.2% versus December, to 2.40%. The comparative position at January 2010 was 2.58%.
- Return to Work Discussions - 92.59% took place, against a target of 100%, down 2.27% versus December (94.86%), against a backdrop of 6% more triggers being generated.
- Informal Discussions - 87.95% took place, against a target of >90%, down 2.88% versus Dec 2010(90.83%), ending five months of steady improvement, however the second best result in the Year to Date.
- Initial Formal Warning - There were three fewer triggers in January than in December 2010, 28 versus 31, but the inaction volume increased by one, from 12 to 13 and the volume of cases recorded fell three, from nine to six.
- 30+ Days Sick Absence - Decreased by five days to 33, from 38 in December. This includes nine newly 30+ cases, with 14 of December's cases cleared. In the extended absence categories, 90+ is up one at 18, 180+ is down from eight to five, and there are now zero 365+ cases, down from four.
- Mental Health Absences - Increased from 19.60% in December 2010 to 21.0% in January 2011, with absences attributed to "Other" also up, from 13.0% to 13.3%. The reversals of December's improvements are materially effected by reduced overall absence days, down from 2,558 to 2,346, largely driven by a 212-day reduction in cold and influenza absences.
The returns present a mixture of improvements and declines this month, though it is perhaps worth noting that whilst all compliance metrics are currently in decline, this decline is relatively minor for return to work and informal discussions. The actual low base volumes for IFWs will always generate significant percentile swings.
Additionally, the declines reported may be impacted by both recent higher levels of cold and influenza absence and managerial focus on Q3 QPR discussions.
BT Operate: Service Assurance Reorganisation
The attached slides set out the rationale behind the splitting of Service Assurance and the allocation of the operational units into the new Service Infrastructure and Service Management.
11BOB010 t081 BT Operate - Service Assurance Reorganisation
BT Operate: Lead to Cash Operating Model
Further to the initial announcement in Letter to Branches 947/2010 which outlined the intention to change the operational model for Lead to Cash, the following internal management announcement provides some further insight. The announcement refers to realigning of operational management reporting lines.
There is no impact upon CWU represented members.
11BOB010 t082 BT Operate - Lead to Cash Operating Model
BT Operate: Lead to Cash Operating Model - Selection Methods
The attached slide presentation outlines the selection method principles that will be used for any changes created by the initiative as reported in Letter to Branches 947/2010.
However, it is anticipated that for CWU represented grades the method used will be "lift and shift".
11BOB010 t083 BT Operate - Lead to Cash Operating Model - Selection Methods
BT Operate: Lead to Cash Service Performance Post Cease
Service Performance was created to bring together a number of the component parts of BT Operate that would enable improvement in service to customers. This was through measuring, analysing and focusing on efforts to learn from the past and pre-emptively drive performance and cost saving improvements for the future. The following is a report on the outcome of a review of this unit.
Due to recent changes in the make-up of the Service Performance team (including a change of ownership in certain areas) and in light of the unit cost challenges, management have reviewed the current administrative and PA resource and identified an area where efficiencies can be made without a negative impact to the current workload and future challenges.
Currently they are three PAs in Service Performance - two C3s and one C2 and management are looking to make a reduction of one from this number.
Having reviewed the current roles and responsibilities undertaken by the three, management consider that the most appropriate approach is to cease the C2 role.
The two C3s are undertaking PA type roles and are co-located with their managers. One of the two is co-located in Oswestry with their manager. The second C3 is co-located with their line manager, who in addition supports further non located managers within the team. As part of their role, they also undertake the lead role for the Service Performance website and are the single point of co-ordination for our online communications.
The C2 role is located in a standalone location and undertakes PA, administrative and diary management activity. The review has highlighted that the current work undertaken can be ceased in part (one person supported is at a level that does not warrant admin support and one person actually sits outside Service Performance) and that the remainder of the administrative work and diary management responsibility can be undertaken by the third manager directly. This will allow the role to be ceased with limited operational impact.
BT Operate: Lead to Cash Service Integration Efficiency Programme
The following is a closure report on the Service Integration unit which was looking to reduce by 113 FTE through various efficiency programmes.
The first efficiency programme commenced in the Migration Delivery team which consists of 170 FTE geographically spread internationally (UK and USA). Its key roles, locations and functions are outlined below:
- Over Walsall, Midland, Goonhilly and Reading - four key sites.
- Complex Delivery - Order entry & validation.
- MCC - Migration Control Centre - migration execution (global and UK).
- Project Management - UK and global end to end project management for SI.
- Programme management - Major programme delivery i.e. Winston.
The area of focus for the efficiencies was within the Complex Delivery team. This was made up of the following:
1. Goonhilly based team. This team carries out UK complex migrations and network engineering. There are 15 employees at a D1 grade in this team.
2. Birmingham based team. This team carries out Global FR/ATM management and tracking. There are 13 employees at a C3 grade in this team.
3. Reading based team. This team carries out international complex migrations. There are 13 C3s and one C2 in this team.
In total the team has 41 team members and three managers.
Outlined below was the detail and rationale of this efficiency programme.
Following a review of current work volumes and also by looking at ways of optimising all resources within the team through the creation of a more efficient organisation structure, there was a proposed reduction of 28 team members within the Complex Delivery team, this was later increased by a further one FTE.
The means by which this was identified was a result of an organisational review carried out by Service Integration Operations Management team and highlighted that by restructuring the Migration Delivery team, management can optimise the resources across the unit and reduce cost base by consolidating sites from four main sites to two. This enabled headcount efficiencies and to rationalise estate costs and utilise the resource in the remaining sites more effectively.
The findings consisted of areas that will deliver a headcount reduction by consolidating functions together, a better use of existing resource i.e. MCC 24X7 team and utilising existing skills at Goonhilly which from a union perspective was welcomed as alternative work in this area is extremely remote.
At the same time, the Complex Delivery team's work stack was reviewed and prioritised to ensure all the resources within it are only focused on key business drivers and priorities.
Consequently, current work was rationalised and those which are a key business priority was transferred to the Goonhilly and Walsall MCC team. This means that the Reading and Birmingham teams were ceased. At the outset it was proposed that the impacted members would be moved into the BTTC, however during the transition period 27 were found predeployment opportunities within Lead to Cash and only two moving to the BTTC.
The rationale for the Goonhilly team being selected is due to a number of key reasons as listed below:
1. The Goonhilly team have the key skills in Orion and Classic order entry systems; alongside this they also have the validation skills required for ongoing migrations. These skills need to be retained in the business and the Goonhilly team has experience in this field, using these skills in both current and previous roles. The Reading and Midland teams also have some skills in this area however, it hasn't been their primary role on both sites.
2. The Reading team are currently working on the Frame-ATM project; this comes to a close and any overspill on the end date and or ceases as part of this project will be picked up by the MCC or Project Winston. This will release the Reading team which means that the team will effectively become surplus.
3. As above, the Frame-ATM project will be consolidated into Goonhilly from the Midland team at Birmingham. This will create a single centre managing all aspects of this project. Any overspill (FR-ATM tracking) will be absorbed by the Walsall team. This will release the Birmingham team which means that the team will also become surplus.
4. Alongside this management considered the past and no doubt further lobbying of the union with regards to Goonhilly and the ability to redeploy once people have been placed in the BTTC and it is considered that the Reading and Midland people had greater opportunities to be redeployed due to their location/geography, whilst the Goonhilly team would have potentially been at a disadvantage due to remote geography.
Monday 21 March 2011: Traidcraft Speaker Event: Raw Materials, Raw Subject. 3.00pm - 5.00pm at Congress Suites, 3 & 4, Congress House, Great Russell Street, London WC1B 3LS. Claude Kabemba of Southern African Resource Watch will discuss the EU's Raw Materials Initiative. Traidcraft are campaigning to stop the European Union stealing developing countries' valuable raw materials. Claude Kabemba is Director of the Southern African Resource Watch (SARW), one of the most active Southern NGOs working on natural resource governance. Claude will talk about how EU trade and raw materials policies prevent countries in the south from promoting their own development policies. In particular, SARW believe that the Raw Materials Initiative amounts to a new resource grab in Africa and beyond. Claude will present an overview of SARW's work, followed by a question and answer session. Find out more:www.sarwatch.org/ or www.traidcraft.co.uk/get_involved/campaign/raw_materials/
Saturday 26 March 2011: March for the Alternative: Jobs, Growth, Justice. Assemble Victoria Embankment at 11am to march to a rally in Hyde Park. Deep spending cuts damage public services, hit the vulnerable and threaten recovery. They're dangerous, unfair and unnecessary. But there's an alternative - one that's fair, safe and sustainable: A Robin Hood tax on the banks; close tax loopholes; policies for jobs and green growth. For more information visitwww.tuc.org.uk/alltogether
Monday 28 March 2011: SERTUC Pensioners Network Organising Conference. 10:30 to 16:00. This conference is free and lunch is included. To be held at Congress House, Great Russell Street, London WC1B 3LS. A day of information, discussion and organising for retired trade unionists, pensioners active in local groups, and anyone else angry about the government's plans. Speakers include: Val Shawcross (London Assembly); Neil Duncan-Jordan (National Pensioners Convention); Allison Roche (Unison); Richard Brooks (Private Eye); Nony Ardill (Equality & Human Rights Commission); Andrew Morris (NUT); Tony Lennon (SERTUC Vice President); Laurie Heselden (SERTUC Campaigns & Policy Officer). For more information contact Darren Lewis on 020 7467 1220 or visit www.tuc.org.uk/sertuc
Monday 4 April 2011: Eastern Region Retired Members' Section Committee Annual General Meeting. Will commence at 11-15am at London Region Offices 33/41 Dallington Street London EC1V 0BB. Any queries or information required contact Eastern Region Retired Members Secretary Nobby Clark on mobile 07713 155575.
Saturday 23 April 2011: Keep the Post Public Rally - Hastings. Will be held in Hastings town centre with a street stall accompanied a by a six-piece jazz band in the town square from 9am to noon.
Sunday 22 May to Thursday 26 May 2011: CWU Conference. Bournemouth.
If you have anything for the events bulletin page please send your contribution to:
CWU Communication Department
150 The Broadway
London SW19 IRX
Tel: 020 8971 7497
Details must arrive nine days before publication, must include contact phone number, brief summary, email and web address. Listings free, but inclusion is not guaranteed