TUPE - Progress to date
To receive a verbal update
with regard to the TUPE process.
Minutes:
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