Issue - meetings

To receive a verbal update with regard to the TUPE process.

 The committee received a presentation with regard to the TUPE process which covered:

·                The key date in the process was 31 March 2019, after which staff would transfer to the new organisation

·                Background and context - The HR Workstream Board was the key group in order to ensure that deadlines were being met and risks assessed.  TUPE activity was being led through the TUPE Working Group.  In addition, there were links to other workstreams, for example, ICT.  Close working was undertaken with trade unions

·                Legal position and process including TUPE legislation, working with other councils, getting the best approach for employees and work being undertaken with schools

·                Current position – including the TUPE plan, meetings of the workstream, meetings with managers and trade unions, employee briefings, housekeeping for managers and communication of proposed TUPE destinations, standstill and vacancy management, consultation, letters and formal transfer

·                Next steps – TUPE list data, measures and consultation and a timeline for action

·                Unison were working hard with Human Resources colleagues and were in a position where they understood the process.  There needed to be further work in order to agree the position regarding terms and conditions and TUPE measures.

Members raised questions in respect of the presentation and the following points were noted:

·                A report would be taken to the Shadow Executive Committee with regard to the terms and conditions package and there would also be the opportunity to feed in the trade union comments

·                Although there had been some issues in the early stages of the work, it was felt that the discussions between HR and the unions were productive, with both parties having an understanding and working towards doing the best for the new Council and employees

·                Under TUPE legislation, staff would transfer to the new organisation with their current terms and conditions (subject to any measures).  There would be a move over to new terms and conditions over a period of time where there was an economic, technical or organisational reason to do so

·                In response to a question it was noted that there didn’t appear to be any issues with recruitment and retention as a result of the change, beyond what would normally be expected

·                The experiences of other unitary councils such as Cornwall and Wiltshire had been reflected upon, although the position in Dorset was different as it was to be the creation of a whole new council on a much larger scale than had previously been undertaken elsewhere

·                It was noted that service continuity work was being handled by the theme boards working alongside the programme team

·                Employee briefings were being led by the Chief Executive Designate which would include information on the impact of the work being undertaken and budgetary impacts.  It was noted that the unions would be involved in the process